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What was Dr. William Edwards Demings perception of Quality?

Professor William Edwards Deming was known as the Plan-Do-Check-Act cycle inventor.He

contributed significantly to Japan and U.S highquality products, innovation and increased

economic gain. Efficient planning, implementing, monitoring and control and making

improvements defined quality. Deming worked with management and created philosophies to

achieve their desired results according to the companysQuality Management Plan.

Ford was one of the first companies that sought help from Deming. Deming questioned the

companys culture and the way managers managed. Deming explained that management was

contributing to the companys failure. After Ford was presented with the necessary tools, its

profits increased.

The Ford chairman stated in an interview:

Weare moving toward building a quality culture at Ford and the many changes that have been

taking place here have their roots directly in Dr. Demings teachings. By 1986 Ford became the

most profitable American auto company.

Fords success was based on the System of Profound Knowledge. Deming stated that all

managers must have this knowledge consisting of four parts

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1. Appreciation of a system: understanding the overall processes involving suppliers,producers, and customers (or recipients) of goods and services ( explained below );

2. Knowledge of variation: the range and causes of variation in quality, and use ofstatistical sampling in measurements;

3. Theory of knowledge: the concepts explaining knowledge and the limits of what can beknown.4. 'Knowledge of psychology: concepts of human nature.

A 14 Point Management Plan was created to assist in applying these four factors of knowledge

which is applicable for education, industry, government and other areas.

Dr. Deming taught that

By adopting appropriate principles of management, organizations can increase quality and

simultaneously reduce cost. The key is to practice continual improvement and think of manufacturing

systems, not as bits and pieces

14 Points of Management theory Dr. Deming offered. The 14 points are:

1. Create constancy of purpose toward improvement of product and service, with the aim tobecome competitive, stay in business and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western management mustawaken to the challenge, must learn their responsibilities, and take on leadership for

change.3. Cease dependence on inspection to achieve quality. Eliminate the need for massive

inspection by building quality into the product in the first place.

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4. End the practice of awarding business on the basis of a price tag. Instead, minimize totalcost. Move towards a single supplier for any one item, on a long-term relationship of

loyalty and trust.5. Improve constantly and forever the system of production and service, to improve quality

and productivity, and thus constantly decrease costs.

6.

Institute training on the job.7. Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim ofsupervision should be to help people and machines and gadgets do a better job.

Supervision of management is in need of overhaul, as well as supervision of production

workers.8. Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of

"Out of the Crisis")

9. Break down barriers between departments. People in research, design, sales, andproduction must work as a team, in order to foresee problems of production and usagethat may be encountered with the product or service.

10.Eliminate slogans, exhortations, and targets for the work force asking for zero defects andnew levels of productivity. Such exhortations only create adversarial relationships, as thebulk of the causes of low quality and low productivity belong to the system and thus lie

beyond the power of the work force.

11.a. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.b. Eliminate management by objective. Eliminate management by numbers andnumerical goals. Instead substitute with leadership.

12.a. Remove barriers that rob the hourly worker of his right to pride of workmanship. Theresponsibility of supervisors must be changed from sheer numbers to quality.b. Remove barriers that rob people in management and in engineering of their right to

pride of workmanship.

13.Institute a vigorous program of education and self-improvement.14.Put everybody in the company to work to accomplish the transformation. The

transformation is everybody's job.

Dr. Deming believed that if these above points are not practiced in the organization there will bea decline of revenue, loss of jobs and customer dissatisfaction. He stated that management must

be innovative, protect investments, ensure future dividends, and provide more jobs through

improved service. Long term commitment to new learning and new philosophy is required ofany management that seeks transformation. The timid and fainthearted and the person who

expects quick results are doomed to fail.