w. edwards deming[1]

7/31/2019 W. Edwards Deming[1]

1/33

1

Quality

Topic : Dr. W. EdwardsDeming


2/33

2

Introduction

Williams Edward s Deming, 1900 in US - 1993

Considered to be the founding father of the quality movement

Doctorate in physics from Yale Teached mathematics and statistics from 1930-1946

Statistician, worked for the US government for many years

Was closely involved in post-war development of quality in Japan Deming has been given a lot of the credit for transforming Japan into a

modern industrial state

Rose to prominence in Japan


3/33

3

Methods

Deming has Three principal methods:

1.Philosophy

Statistical Process Control (SPC) PDCA cycle

2.The fourteen principles for transformation

3.The seven point action plan


4/33

4

Philosophy

1. Initial approach: based on statistical methods

Use of quantitative method

Management focus on causes of variability in manufacturing

processes Identify special and common causes of quality problems

Special causes: relating to operators or machines

Common causes: Arise from the operation of the system itself;

responsibility of the management.

Belief: there are common and special causes of qualityproblems


5/33

5

Philosophy

Use of Statistical Process Control (SPC) to identify special and

common causes

Brings the production process under control

Aim: remove quality problems relating to special causesof failure

Remaining quality problems are common causes: inherent in the

design of the production process

Eradication of special causes enables a shift in focus to common

causes to improve quality further

Belief: a quantitative approach to identifying and solving problems


6/33

6

Philosophy

Comments on use of SPC

The statistically approach brings its own problems Bendell (1989):

Lack of technical standards, limitations of data

Human difficulties by employee resistance and management lack ofunderstanding as to their roles in quality improvement

Demings approach reflects the machine view

The value of Demings work could be obscured by our ability to

interpret it.


7/33

7

Philosophy2. Systematic approach to problem solving: the Deming, cycle

Plan, Do, Check, Action

Plan

Do

Check

Action

Identify improvements and identify

ways to achieve the improvements

Implement necessary actions to

achieve improvement

Verify if the implemented changes

results in improvements

What we do as a response to

the observed effect


8/33

8


9/33

9

Philosophy

3. Systematic approach to problem solving: the Deming, cycle

Plan, Do, Check, Action

Frequently used in other methodologies (e.g. ISO 9000:2001,

Oakland)

Continuous cycle Do it all over again ((Kaizen)

Belief 1:systematic, methodical approach

Belief 2:continuous quality improvement action


10/33

14 Principles

Do you have clear goalsfor the organizationcommunicated to all

employees?

How can everyone be empowered,feel a sense of ownership and sharein the companys success?

10


11/33

With everyone participating our goalsare to deliver perfect quality to our

customers

We want to develop long termbeneficial relationships withour suppliers.

11


12/33


13/33

The leaders select the music, setthe tone and insure thateveryone is on board at everymoment.

Ask your associates what they fearand then do whatever is necessaryto get rid of it.

13


14/33

Find ways to opencommunications betweensuppliers, customers and all

employees.

Value is placed on doingand demonstrating.

14


15/33

The method is balancingtechnology with peoples needs

and aspirations and eliminatingthose non-value adding wastes.

Why come to work if it is notjoyous?

15


16/33

Ask and plan now for an ongoingcontinuous educational process to helpeveryone become the best that they

possibly can be.

Ask Dr. Shingo would alwayssay,

DO IT!16


17/33

17

The seven deadly sins Fundamental beliefs about bad management

Are the cause to the poor condition of many organizations today

Must be eliminated

1. Sin 1: Lack of constancy

2. Sin 2: Short-term profit focus

3. Sin 3: Performance appraisal

4. Sin 4: Job-hopping regular movement of management between

jobs

5. Sin 5: The use of visible figures only

6. Sin 6: Excessive medical cost

7. Sin 7: Excessive costs of liability (Erstatningskrav)


18/33

18

Philosophy

Summary of Demings philosophy:

Quantitative, statistically valid, control systems

Clear definitions of those aspects under the direct control of staff

that is the special causes and those which are the responsibility

of managementthe common causes (as high as 94%)

A systematic, methodical approach

Continuous improvement

Constancy and determination

Quality should be designed into both product and process.(Deming and Crosby)


19/33

19

Assumptions

1. Management processes and attitudes must betransformed in order for sustained improvement to beachieved The management is seen to be responsible and capable of

undertaking the proposed transformation Deming does not suggest , in organization design terms, how this

should be achieved

2. Statistical methods will provide quantitative evidence to

support changes At the same time he recognizes that some aspects cannot be

easily measured


20/33

20

Assumptions

3. Continuous improvement is possible and desirable

If the needs of the customer is fully met and understood,

where is the benefit in further improvement?

Long-term view and continuous improvement may not be enough

Maybe organizations must be built for sudden, catastrophic,

change.


21/33

Quotations and concepts ofWilliam Edwards Deming

"There is no substitute for knowledge.

"The most important things cannot be measured."

"Experience by itself teaches nothing. "You can expect what you inspect."

"Special Causes and Common Causes"

Acceptable Defects.

Knowledge is theory. What is a system?

21


22/33

22

Demings seven-point action

plan An action plan to implement the principles What to do, not how to do it

1. Management must agree on the meaning of the quality

program, its implications and the direction to take

2. Top management must accept and adopt the new philosophy

3. Top management must communicate the plan and thenecessity for it to the people in the organization


23/33

23

Demings seven-point action

plan4. Every activity must be recognized as a step in a process and

the customers of that process identified; the customers areresponsible for the next stage of the process Process based work flow, the processes are divided into stages

At every stage there are customers that must be identified andsatisfied

5. Each stage must adopt the Deming-Shewart cycle PDCAas the basis of quality improvement Continuous improvement of every stage through the PDCA cycle

Acceptance of responsibility of the process and authority todevelop and implement changes


24/33

24

Demings seven-point action plan

6. Team working must be created and encouraged to improveinputs and outputs; everyone must be enabled to contribute tothis process Participation in team work can be seen in several levels:

1. A team culture within each process

2. Changes in one area may have implications in another: Team culturemust be engendered between process owners

3. Sharing and developing improvements across processes

7. An organization for quality must be constructed with the supportof knowledgeable statisticians

Build an organization which reflects and nurtures the achievementof quality

Deming suggests the use of statisticians Multidiscipline team shows the collaborate nature of achieving quality


25/33

25

Successes and failures

Overall Deming can be said to have beensuccessful

Substantial success in Japanese industry

After Japanese success he was able to turn hisattention to America

Here he met strong workforce resistance: Deming hadto revise his methods Emphasis from quantitative to qualitative approach

Coded the Seven Deadly Sins


26/33

26


Flood (1993) acknowledges the principal

strengths of Deming:

1. The systemic logic, particularly the idea of internalcustomer-supplier relationships

2. Management before technology

3. Emphasis on management leadership

4. The sound statistical approach

5. Awareness of different socio-cultural approach


27/33

27


Comments on Floods principal strengths:1. The systemic and logical approach is seen through the

PDCA cycle Both personal and organizational improvement

2. Prioritization of management before technologyrepresents a reversal of attitudes of many managers Many look for external rather than internal factors as

responsible for failures (94% belongs to managers)

3. Recognition of the importance of good leadership andmotivation can be seen to reflect human relationstheory


28/33

28


Comments on Floods principal strengths:

4. A strong quantitative base is fundamental toachievement of quality Do betterHow much?/When

We must know when success is achieved

Target orientation is motivational

5. Recognition of different cultural contexts is a vital

strength Essential in achieving success


29/33

29


Flood (1993) weaknesses:

1. Lack of well-defined methodology

2. The work is not adequately grounded in humanrelations theory

3. The approach will not help in an organization with

a biased power structure


30/33

30


Comments on Floods weaknesses:1. Deming suggests what to do without indicating how

May be empowering

Encourages experimentation and debate within each context

3. Deming is criticized for saying nothing about intervention inpolitical and coercive situations The second principle and the first three point in the action plan call

on management to accept their responsibility for quality andproductivity and to embrace the new philosophy

Demings approach rests on the attitude of the management


31/33

The Deming Prize

The Deming Prize was created in 1951 by the Japanese Union of Scientist

and Engineers. For commemorating Dr. Deming and recognizing those with

outstanding quality management.

Winners of the Deming Prize for individuals have been Japanese as of 1999

Majority of Deming Application Prize winners also Japanese firms until thelast decade.

U.S. winners:

AT&T Power Systems

Lucent Technology Power Systems

31


32/33

Books written by Edward

Deming Sample Design in Business Research

Some Theory of Sampling

Statistical Adjustment of Data

On Errors in Surveys

Quality Productivity and Competitive Position

The New Economics: : For Industry, Government, Education

Out of the Crisis

32


33/33

33

w. edwards deming[1]

Documents