Name: Maliha Imran

Father Name: Imran Nasir

Class: BPA 4th year (Evening)
Section: B
Subject: TQM
Submitted to: Sir Mustufa
 EDWARD DEMING
INTRODUCTION:
Edward Deming, born in Iowa in 1900, was a trained physicist with a doctorate from Yale University in
1928. His previous degrees were from the University of Wyoming and the University of Colorado. Dr.
Deming has an extensive list of nearly 200 research papers, articles, and books covering a wide range of
interrelated subjects “from systems and systems thinking to statistical variance, human psychology, and
a variety of topics in the field of physics.

W. Edwards Deming was an American engineer, professor, statistician, lecturer, author, and
management consultant. Deming opined that by grasping certain standards of the management,
organizations can progress the quality of the item and concurrently reduce costs. Diminishment of costs
would incorporate the lessening of waste generation, decreasing staff whittling down and case whereas
at the same time expanding client dependability. The key, in Deming’s conclusion, was to hone steady
change and to suppose the fabricating process as a consistent entire, instead of as a framework made up
of incongruent parts.

In recognition of his influence he Deming Prize was instituted in Japan to recognize individuals and
organizations which have demonstrated excellent quality improvement practices and results.

Deming has made 3 main contributions to the field:

 The Fourteen Points for transformation of an organization.

 The Deadly Diseases of organizations.

 The System of Profound Knowledge.

The Deadly Diseases of organizations

Dr. Deming’s philosophy of transformational management, his Seven Dangerous Diseases of
Management describe the most genuine barriers that management faces to progressing effectiveness
and continual enhancement. Deming listed “deadly diseases” that far too often restrict or limit an
organization’s goal for improved quality and productivity. Effective management and a commitment to
quality are needed to combat these seven deadly diseases.

1. Lack of Constancy of Purpose

Organizations need to not basically focus on the current product or benefit but keep arranging for
the future. Organizations that lack a focus or do not plan accordingly may discover beginning
success with a benefit or product, but as the market demands and the environment change, these
organizations will be a step behind the competition.

2. Emphasis on Short-Term Profits

The need of long extending planning by the organizational management will lead to either under-
performance or insignificance. Larger organizations need to not only focus on shareholder
investments but need to keep long-term plans in motion. Not pursuing a great business opportunity
since the beginning setup costs are perceived as too high is an ordinary mistake many organizations
will make since they are too centered on short-term benefits.

3. Evaluation by Performance, Merit Rating, or Annual Review of

Performances
Management by objective, on a go/no-go premise, without a strategy for achievement of the
objective, is the same thing as management by fear. The basic issue with merit systems is that they
remunerate results instead of handle improvement-results will almost always have a lot of system
luck blended in. Managers should understand that the best way to develop cooperation is by
focusing on the nature of the work environment, not monetary rewards.

4. Mobility of Management
Decreasing the work turnover rate of management will advantage the organization. Deming argued
that whenever management experienced turnover or work bouncing, authority is misplaced, which
makes consistency of purpose very difficult to achieve due to a need of long-term planning as a
result of mixed and ever-changing messages and direction.

5. Running a Company on Visible Figures Alone

Organizations need to calculate costs with all accessible statistical data, but Deming argued that a
few costs and figures are not known and cannot be calculated. In spite of not understanding these
figures, they should as much as possible be figured into planning and decisions. However effective
managers would be able to realize that there would be an advantage in this regard if a product
quality proceeds to improve, and this unknowable figure should be included into decisions.

6. Excessive Medical Costs

In Deming’s time, as with present-day businesses, employee health care costs are very significant.
Organizations should do as much as conceivable to reduce these costs by making work conditions as
secure as conceivable, and to focus on worker well-being, in general, can reduce costs. On-site
programs to empower healthier lifestyles are simple and inexpensive ways to allow for healthier
employees, which will result in cost savings across the organization.

7. Excessive Costs of Liability

Perhaps a common complaint from many people, in all seriousness Deming argued that there are
simply too many lawyers. Of all the deadly diseases argued by Deming, this is essentially not in the
control of any single organization and changes would most likely need to be performed by the
government.