Presentation by Sreelakshmy G for MPOB course

1. Dr. W.EDWARDS DEMING
- Symbol of Japanese Quality Revolution
Presented by
SREELAKSHMY G
MTP, MBA, ASIET
Prof. Nimal C Namboodiripad

2. BIOGRAPHY
• William Edwards Deming was born
in Sioux City, Iowa on 14 October,
1900 to William Albert Deming and
Pluma Irene Edwards.
• In 1917, he enrolled in the
University of Wyoming at
Laramie. In 1921 he graduated
with a B.S. in Electrical
Engineering. In 1925, he received
an M.S. from the University of
Colorado and in 1928, a Ph.D. from
Yale University. The graduate
degrees were in mathematics and
mathematical physics.
• Dr. Deming died at his home on 20
December 1993.

3. HONORS
• Taylor Key Award, American Management Association, 1983.
• Recipient of the Shewhart Medal for 1955, from the
American Society for Quality Control.
• Elected Most Distinguished Graduate from the
University of Wyoming in 1972.
• Elected in 1983 to the National Academy of Engineering.
• Recipient of the Samuel S. Wilks Award from the
American Statistical Society in 1983.

4. QUOTES
•. “It is not enough to do your best; you must know what to do, and
then do your best.”
• “You can not inspect quality into the product; it is already there.”
• “It does not happen all at once. There is no instant pudding.”
• “If you stay in this world, you will never learn another one.”
• “Does experience help? NO! Not if we are doing the wrong things.”

5. CONTRIBUTIONS TO MANAGEMENT
He is called the father of Total Quality Management. He said that
quality is not just the purview of the production department but the
whole organisation.
• Fourteen Principles of Management
• Seven Deadly Principles
• Deming Wheel- PDCA Cycle

6. FOURTEEN PRINCIPLES OF MANAGEMENT
1. Create constancy of purpose towards improvement of product and
service.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of price tag.
5. Improve constantly and forever the system of
production and service (KAIZEN)
6. Institute modern methods of training.
7. Institute leadership.

7. 8. Drive out fear.
9. Break down barriers between departments.
10. Eliminate slogans, exhortations, and targets for the work floor
11a. Eliminate work standards (numerical quotas) on the factory floor.
11b. Eliminate management by objective.
12. Remove barriers to pride in workmanship.
13. Institute a vigorous program of education and self- improvement.
14. Put everybody in the company to work to accomplish the
transformation.

8. SEVEN DEADLY PRINCIPLES
1. Lack of constancy of purpose to plan product and service that will
have a market and keep the company in business, and provide jobs.
2. Emphasis on short-term profits: short-term thinking fed by fear of
unfriendly takeover, and by push from bankers and owners for
dividends.
3. Personal review systems, or evaluation of performance, merit rating,
annual review, or annual appraisal, by whatever name, for people in
management, the effects of which are devastating. Management by
objective, on a go, no-go basis, without a method for accomplishment
of the objective, is the same thing by another name. Management by
fear would still be better.

9. 4. Mobility of management; job hopping.
5. Use of visible figures only for management, with little or no
consideration of figures that are known or unknowable.
6. Excessive medical costs.
7. Excessive costs of liability.

10. DEMING WHEEL- PDCA CYCLE
• It was originally developed by Walter Shewhart, but was popularized by
Edward Deming.
• It is an effective continuous improvement technique.
• It is a model for testing ideas.

11. DEMING PHILOSOPHY SYNOPSIS
The philosophy of W. Edwards Deming has been summarized as follows,
"Dr. W. Edwards Deming taught that by adopting appropriate principles of
management, organizations can increase quality and simultaneously reduce
costs (by reducing waste, rework, staff attrition and litigation while
increasing customer loyalty). The key is to practice continual improvement
and think of manufacturing as a system, not as bits and pieces."

12. In the 1970s, Dr. Deming's philosophy was summarized by some of his
Japanese proponents with the following 'a'-versus-'b' comparison:
(a) When people and organizations focus primarily on quality, defined by
the following ratio,
QUALITY = Results of work efforts
Total Costs
quality tends to increase and costs fall over time.
(b) However, when people and organizations focus primarily on costs
(often dominant/typical human behavior), costs (due to not minimizing
waste, ignoring amount of rework occurring, taking staff for granted, not
rapidly resolving disputes, and failing to notice lack of product
improvement—plus, over time, loss of customer loyalty) tend to rise and
quality declines over time.

13. THE DEMING SYSTEM OF PROFOUND
KNOWLEDGE
Deming advocated that all managers need to have what he called a
System of Profound Knowledge, consisting of four parts:
1. Appreciation of a system : understanding the overall processes
involving suppliers, producers, and customers (or recipients) of
goods and services;
2. Knowledge of variation : the range and causes of variation in
quality, and use of statistical sampling in measurements;
3. Theory of knowledge : the concepts explaining knowledge and the
limits of what can be known.
4. Knowledge of psychology : concepts of human nature

14. CONCLUSION
The ideas of W. Edwards Deming may seem common or obvious
now, they've become embedded in our work culture ; however it was
revolutionary at the time he propounded it. Dr. Deming's ideas (and
personal example) of hard work, sincerity, decency, and personal
responsibility, forever changed the world of management.

15. Source: http://en.wikipedia.org/wiki/W._Edwards_Deming