(1900-1993)It would be better if everyone would work together as a system, with the aim for everybody to win.

Interesting Facts1900 - Born in Sioux City, Iowa1925 - met Dr. Walter Shewhart, 1927 - received a Ph.D in Physics from Yale1939 Head Mathematician National Bureau of CensusDuring WW II worked with Shewhart on improvement of quality of production or weapons using statistical methods

1946 - Statistics professor NY University 1947 invited by General MacArthur to come to Japan as part of his economic and scientific staff in rebuilding Japan1950 invited to return to Japan by Japanese Union of Scientists and Mathematicians to teach methods for achievement of qualityJan. 1951 - began a series of lectures to every single top manager in Japan 1974 meeting with William ConwayJune 24, 1980 NBCs show If Japan Can Why Cant We? aired to 14 million people later became NBCs most requested video of all time

Third Wave of the Industrial Revolution ***He taught an average of ten 4-day seminars per year between 1980 and 1993 reaching over 200,000 managers.Almost every top manager in the country was exposed to his teachings during those yearsUpon Demings death in 1993 in one obituary it was written that Demings reply to writer for how he wanted to be remembered was - Well, maybe as someone who spent his life trying to keep America from committing suicide.

***- Deming and Goldratt by Lepore and Cohen pg 151

Basic message:The cause of inefficiency and poor quality is the system, not the employees and it is managements responsibility to correct the system in order to achieve desired results.

Message to Japanese ManagementProduction must be seen as a system encompassing customers and suppliers in a win-win situation.Customer is the most important part of the systemSuppliers are partnersQuality is made in the boardroom never blame the workers.Improving a process creates a chain reaction.Continuous learning and improvement follow the PCDA (Shewhart) cycle.There is a need for trust and cooperation between companies. Anything new learned in one company must be shared with all including competitors.

One can say that the content of my seminars and the content of my books are based in large part on my understanding of Shewharts teaching. Even if only ten percent of the listeners absorb part of Dr. Shewharts teachings, the number may in time bring about change in the style of Western management. Dr. DemingReducing variability in production will improve quality.Two types of variation:Common causes Special causesStatistical control a process needs to be in a stable state with identifiable action limits

Key Deming ToolsDeming did not teach statistical tools he taught how to interpret them and their implications to the system. Deming Chain ReactionPDCA Cycle Theory of Profound Knowledge & 14 Point PhilosophyThe control chart is no substitute for the brain. Dr. Deming

Deming Chain ReactionQuality improvement is not a costly business option but a strategic imperative that is essential to business survival

Quality Cost Productivity

Conveys the sequential and continual nature of CIPlan DoCheckAct

PlanDoCheckAct

Theory of Profound Knowledge- knowledge for leadership of transformationAppreciation for a systemA network of interdependent components that work together to try to accomplish the aim of the system. Without aim there is no system.Knowledge of variationUnderstanding where the processes are stableTheory of knowledgePredicting and anticipating what will happen if certain actions are takenPsychology of individuals, society and change.Appreciate peoples natural inclination toward learning and being innovative.

Deming's 14 Points for ManagementConstancy of PurposeThe New PhilosophyCease dependence on mass inspectionEnd lowest cost tender contractsImprove every processInstitute training on the jobInstitute leadership

Drive out fear.Break down barriers.Eliminate exhortations.Eliminate arbitrary numerical targets.Permit pride of workmanship.Encourage educationTop management commitment and action.