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Dr. E.deming's Perception on Quality

Dr. E.deming's Perception on Quality

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Published by Ansar Abdal Karim
One of the gurus of Quality Management
One of the gurus of Quality Management

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Categories:Types, School Work
Published by: Ansar Abdal Karim on Feb 09, 2014
Copyright:Attribution Non-commercial


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What was Dr. William Edwards Deming’s 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 high –quality 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 company’s Quality Management Plan.

Ford was one of the first companies that sought help from Deming. Deming questioned the company’s culture and the way managers managed. Deming explained that management was contributing to the company’s failure. After Ford was presented with the necessary tools, its profits increased. The Ford chairman stated in an interview: “We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Dr. Deming’s teachings”. By 1986 Ford became the most profitable American auto company.

Ford’s success was based on the System of Profound Knowledge. Deming stated that all managers must have this knowledge consisting of four parts

'Knowledge of psychology: concepts of human nature. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known. Adopt the new philosophy. Deming taught that “By adopting appropriate principles of management. 2. and take on leadership for change. Appreciation of a system: understanding the overall processes involving suppliers. must learn their responsibilities. . not as bits and pieces” 14 Points of Management theory Dr. stay in business and to provide jobs. 3. Western management must awaken to the challenge. with the aim to become competitive. Cease dependence on inspection to achieve quality. A 14 Point Management Plan was created to assist in applying these four factors of knowledge which is applicable for education. 3. Deming offered. government and other areas. The key is to practice continual improvement and think of manufacturing systems. producers. Eliminate the need for massive inspection by building quality into the product in the first place. Create constancy of purpose toward improvement of product and service. industry. Knowledge of variation : the range and causes of variation in quality. The 14 points are: 1.1. 4. We are in a new economic age. Dr. and customers (or recipients) of goods and services ( explained below ). organizations can increase quality and simultaneously reduce cost. and use of statistical sampling in measurements. 2.

Eliminate slogans. as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. Dr. The timid and fainthearted and the person who expects quick results are doomed to fail. sales. End the practice of awarding business on the basis of a price tag. on a long-term relationship of loyalty and trust. Instead substitute with leadership. (See Ch. Drive out fear. He stated that management must be innovative. to improve quality and productivity. so that everyone may work effectively for the company. 13. a. in order to foresee problems of production and usage that may be encountered with the product or service. loss of jobs and customer dissatisfaction. Institute leadership (see Point 12 and Ch. 6. Eliminate management by objective. Break down barriers between departments. The responsibility of supervisors must be changed from sheer numbers to quality. Put everybody in the company to work to accomplish the transformation. b. Deming believed that if these above points are not practiced in the organization there will be a decline of revenue. as well as supervision of production workers. protect investments. 8. and thus constantly decrease costs. Eliminate management by numbers and numerical goals. Institute a vigorous program of education and self-improvement. Such exhortations only create adversarial relationships. 11. ensure future dividends. minimize total cost. The aim of supervision should be to help people and machines and gadgets do a better job. 12. exhortations. design. 3 of "Out of the Crisis") 9. “Long term commitment to new learning and new philosophy is required of any management that seeks transformation. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. Improve constantly and forever the system of production and service. 8 of "Out of the Crisis"). and targets for the work force asking for zero defects and new levels of productivity. 14. Instead.” . Institute training on the job. and provide more jobs through improved service. a. People in research. and production must work as a team. Substitute with leadership. Move towards a single supplier for any one item. 10. b. 5.4. Supervision of management is in need of overhaul. The transformation is everybody's job. Eliminate work standards (quotas) on the factory floor. 7. Remove barriers that rob the hourly worker of his right to pride of workmanship.

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