Dr. E.deming's Perception On Quality

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 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 companys Quality 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: 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. 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
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 of statistical sampling in measurements; 3. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known. 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 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. 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 of supervision 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, 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. 10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, 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. 11. a. Eliminate work standards (quotas) on the factory floor. Substitute with leadership. b. Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership. 12. a. 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. 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 be a 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 of any management that seeks transformation. The timid and fainthearted and the person who expects quick results are doomed to fail.

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What was Dr. William Edwards Demings perception of Quality?

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