demings philosphy-yashas

7/30/2019 demings philosphy-yashas

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Demings

philosophy


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William Edwards Deming :

William Edwards Deming (October 14, 1900 December 20, 1993)

An American statistician, professor, author, lecturer and consultant. He is

perhaps best known for his work in Japan.

Deming made a significant contribution to Japan's later reputation

for innovative high-quality products and its economic power.

He is regarded as having had more impact upon Japanese manufacturingand business than any other individual not of Japanese heritage. Despite

being considered something of a hero in Japan, he was only just beginning to

win widespread recognition in the U.S. at the time of his death.

President Reagan awarded the National Medal of Technology to Deming in

1987. He received in 1988 the Distinguished Career in Science award from

the National Academy of Sciences.

He is also known as the father of modern quality control.


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Deming philosophy synopsis:

The philosophy of W. Edwards Deming has been summarized as follows:

"Dr. W. Edwards Deming taught that by adopting appropriate principles of management,

organizations can increase quality and simultaneously reduce costs (by reducing waste,

rework, staff attrition and litigation while increasing customer loyalty). The key is to practice

continual improvement and think of manufacturing as a system, not as bits and pieces."[22]In

the 1970s, Deming's philosophy was summarized by some of his Japanese proponents with

the following 'a'-versus-'b' comparison:

(a) When people and organizations focus primarily on quality, defined by the following

ratio,quality tends to increase and costs fall over time.

(b) However, when people and organizations focus primarily on costs, costs tend to rise and

quality declines over time.
http://en.wikipedia.org/wiki/W._Edwards_Deminghttp://en.wikipedia.org/wiki/W._Edwards_Deming


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The Deming System of Profound Knowledge

Deming advocated that all managers need to have what he called a System of Profound

Knowledge, consisting of four parts:

Appreciation of a system: understanding the overall processes involving suppliers, producers,

and customers (or recipients) of goods and services (explained below);

Knowledge of variation: the range and causes of variation in quality, and use of statistical

sampling in measurements;

Theory of knowledge: the concepts explaining knowledge and the limits of what can be

known.

Knowledge of psychology: concepts of human nature.

Deming explained, "One need not be eminent in any part nor in all four parts in order tounderstand it and to apply it. The 14 points for management in industry, education, and

government follow naturally as application of this outside knowledge, for transformation

from the present style of Western management to one of optimization."


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Demings 14 principles

Deming offered fourteen key principles to managers for transforming business effectiveness.

The points were first presented in his book Out of the Crisis. (p. 23-24)Although Deming does

not use the term in his book, it is credited with launching the Total Quality

Management movement.

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.


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7. Change the focus from quantity t quality.

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. Stop requesting for improved productivity without providing the methods for achieving

them.

11. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.

Eliminate management by objective. Eliminate management by numbers and numerical

goals. Instead substitute with leadership.

12. 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.

13. Institute a vigorous program of education, training and self-improvement.

14. Put everybody in the company to work to accomplish the transformation. The

transformation is everybody's job.

Demings 14 principles


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PDCA:

PDCA (plandocheckact or plandocheckadjust) is an iterative

four-step management method used in business for the control and

continuous improvement of processes and products. It is also

known as the Deming circle/cycle/wheel, Shewhart cycle, control

circle/cycle, or plandostudyact (PDSA). Another version of this

PDCA cycle is OPDCA. The added "O" stands for observation or as

some versions say "Grasp the current condition." This emphasis onobservation and current condition has currency with Lean/TPS

literature.

PDCA was made popular by Dr. W. Edwards Deming, who is

considered by many to be the father of modern quality control;

however he always referred to it as the "Shewhart cycle". Later

in Deming's career, he modified PDCA to "Plan, Do, Study, Act"(PDSA) because he felt that "check" emphasized inspection

over analysis.
http://en.wikipedia.org/w/index.php?title=File:PDCA_Cycle.svg&page=1http://en.wikipedia.org/w/index.php?title=File:PDCA_Cycle.svg&page=1http://en.wikipedia.org/w/index.php?title=File:PDCA_Cycle.svg&page=1http://en.wikipedia.org/w/index.php?title=File:PDCA_Cycle.svg&page=1


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The PDCA cycle: The steps in each successive PDCA cycle are :

PLAN:

Establish the objectives and processes necessary to deliver results in accordance with the expected output(the target or goals). By establishing output expectations, the completeness and accuracy ofthe specification is also a part of the targeted improvement. When possible start on a small scale to testpossible effects.

DO:

Implement the plan, execute the process, make the product. Collect data for charting and analysis in thefollowing "CHECK" and "ACT" steps.

CHECK:

Study the actual results (measured and collected in "DO" above) and compare against the expected results(targets or goals from the "PLAN") to ascertain any differences. Look for deviation in implementation fromthe plan and also look for the appropriateness/completeness of the plan to enable the execution i.e.,"Do".Charting data can make this much easier to see trends over several PDCA cycles and in order to convert

the collected data into information. Information is what you need for the next step "ACT".

ACT:

Request corrective actions on significant differences between actual and planned results. Analyze thedifferences to determine their root causes. Determine where to apply changes that will includeimprovement of the process or product. When a pass through these four steps does not result in the needto improve, the scope to which PDCA is applied may be refined to plan and improve with more detail inthe next iteration of the cycle, or attention needs to be placed in a different stage of the process.


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demings philosphy-yashas