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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

industry. We are in a new economic age. producers. 4. Cease dependence on inspection to achieve quality. 3. Create constancy of purpose toward improvement of product and service. Eliminate the need for massive inspection by building quality into the product in the first place. 2. Adopt the new philosophy. Deming taught that “By adopting appropriate principles of management. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known. Dr. and use of statistical sampling in measurements. The key is to practice continual improvement and think of manufacturing systems. Appreciation of a system: understanding the overall processes involving suppliers. 3. must learn their responsibilities. . not as bits and pieces” 14 Points of Management theory Dr. stay in business and to provide jobs. organizations can increase quality and simultaneously reduce cost. Knowledge of variation : the range and causes of variation in quality. Deming offered. 'Knowledge of psychology: concepts of human nature.1. government and other areas. and customers (or recipients) of goods and services ( explained below ). Western management must awaken to the challenge. The 14 points are: 1. A 14 Point Management Plan was created to assist in applying these four factors of knowledge which is applicable for education. and take on leadership for change. with the aim to become competitive. 2.

a. Move towards a single supplier for any one item. Dr. design. Such exhortations only create adversarial relationships. 5. Substitute with leadership. Break down barriers between departments. The responsibility of supervisors must be changed from sheer numbers to quality. loss of jobs and customer dissatisfaction. 8 of "Out of the Crisis"). End the practice of awarding business on the basis of a price tag. as well as supervision of production workers. exhortations. Deming believed that if these above points are not practiced in the organization there will be a decline of revenue. Drive out fear. and provide more jobs through improved service. sales. to improve quality and productivity. so that everyone may work effectively for the company. (See Ch. 13. Eliminate management by numbers and numerical goals. Put everybody in the company to work to accomplish the transformation. The aim of supervision should be to help people and machines and gadgets do a better job. on a long-term relationship of loyalty and trust. 12. Supervision of management is in need of overhaul.4. Remove barriers that rob the hourly worker of his right to pride of workmanship. Improve constantly and forever the system of production and service. 6. in order to foresee problems of production and usage that may be encountered with the product or service. 10. a. 8. Institute training on the job. Institute a vigorous program of education and self-improvement. and thus constantly decrease costs. Instead substitute with leadership. The transformation is everybody's job. b. ensure future dividends. The timid and fainthearted and the person who expects quick results are doomed to fail. Eliminate management by objective. 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. and targets for the work force asking for zero defects and new levels of productivity. Institute leadership (see Point 12 and Ch. minimize total cost. Eliminate slogans. Instead. “Long term commitment to new learning and new philosophy is required of any management that seeks transformation. Eliminate work standards (quotas) on the factory floor. He stated that management must be innovative. b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. 3 of "Out of the Crisis") 9.” . protect investments. 7. and production must work as a team. People in research. 14. 11.

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