Submitted by: Akshi Chandyoke Shreyash Patil

 Definition of Quality
ISO 8402-1986 standard defines quality as "the totality

of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs."
W. E. Deming:- A product or a service possesses quality if it helps

somebody and enjoys a good and sustainable market.

Who is a guru?
A guru, by definition, is a good person, a wise person and teacher who guides the world and makes a major and lasting impact.

 William Edwards Deming (October 14, 1900

Biography of W.E.Deming
December 20, 1993) was an Professor, American Statistician, Author, Lecturer and Consultant.

He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top

management how to improve design , product quality, testing, and sales through various methods, including the application of statistical methods.

Deming made a significant contribution to

Japan's later reputation for innovative highquality products and its economic power.

 Deming received a B.Sc in Electrical Engineering from the

University of Wyoming at Laramie (1921), a M.S. from the University of Colorado (1925), and a Ph.D. from Yale University (1928).
He later worked at the U.S. Department of Agriculture and the

Census Department.
Later, he became a professor at New York University while

engaged as an independent consultant in Washington, D.C

In 1988, he received the Distinguished Career in Science award

from the National Academy of Sciences

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Work in Japan
In 1947, Deming was involved in early planning for the

1951 Japanese Census.

JuneAugust 1950, Deming trained hundreds of

engineers, managers, and scholars in statistical process control (SPC) and concepts of quality.
Deming's message to Japan's chief executives:

improving quality will reduce expenses while increasing productivity and market share.

Honors' in JAPAN
1947, Rice Statistics Mission member
1950, assistant to the Supreme Commander of the

Allied Powers
Instructor in sample survey methods in government

statistics.

LATER WORK IN U.S

Dr. Deming continued running his own consultancy

business in the United States.

In 1980, he was featured prominently in an NBC

documentary titled If Japan can... Why can't we? about the increasing industrial competition the United States was facing from Japan.
Deming continued consulting for industry throughout

the world until his death at the age of 93.

IN FORD
Ford's sales were falling between 1979 and 1982. Ford had incurred $3 billion in losses Division Quality Manager John A. Manoogian was

charged with recruiting Dr. Deming to help jump-start a quality movement at Ford. He told Ford that management actions were responsible for 85% of all problems in developing better cars. In 1986 Ford came out with a profitable line of cars, the Taurus-Sable line Ford had come to lead the American automobile industry in improvements.
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Deming philosophy philosophy W. Edwards Deming is best known for his management
establishing quality, productivity, and competitive position. "Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs

The philosophy of W. Edwards Deming has been summarized as follows:

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, quality tends to increase and costs fall over time. (b) However, when people and organizations focus primarily on Costs, costs tend to rise and quality declines over time. The most important Deming works are: Deming cycle, The Fourteen Principles, The Seven Deadly Diseases.

Deming Cycle

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14 Key Principles
Deming offered fourteen key principles to managers for transforming business effectiveness. The points were first presented in his book Out of the Crisis. 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken 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.

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

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5.

Improve constantly and forever the system of production and service, to improve quality and productivity in short Improve every process, and thus constantly decrease costs. Institute training on the job. Institute leadership. The aim of supervision should be to help people and machines and gadgets do a better job. Drive out fear, so that everyone may work effectively for the company.

6. 7.

8.

9.

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

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10. Eliminate slogans, exhortations, and targets for the work force asking

for zero defects and new levels of productivity.

11. a. Eliminate work standards (quotas) on the factory floor.

b. Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership.
12. Remove barriers that rob the hourly worker of his right to pride of

workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
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.
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Seven Deadly Diseases

The "Seven Deadly Diseases" include:

1.
2. 3. 4. 5. 6.

7.

Lack of constancy of purpose Emphasis on short-term profits Evaluation by performance, merit rating, or annual review of performance Mobility of management Running a company on visible figures alone Excessive medical costs Excessive costs of warranty, fuelled by lawyers who work for contingency fees
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 "A Lesser Category of Obstacles" includes:--

1.
2. 3. 4. 5.

6.

Neglecting long-range planning Relying on technology to solve problems Seeking examples to follow rather than developing solutions Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers Placing blame on workforces who are only responsible for 15% of mistakes where the system designed by management is responsible for 85% of the unintended consequences Relying on quality inspection rather than improving product quality

Deming's advocacy of all of the above have had tremendous influence

outside of manufacturing and have been applied in other arenas, such as in the relatively new field of sales process engineering.
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Thank You
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