(1900-1993)

It would be better if everyone

would work together as a system,

with the aim for everybody to win.

Interesting Facts

1900 - Born in Sioux City, Iowa

1925 - met Dr. Walter Shewhart,
1927 - received a Ph.D in Physics from
Yale
1939 Head Mathematician National
Bureau of Census
During WW II worked with Shewhart
on improvement of quality of
production or weapons using
statistical methods

1946 - Statistics professor NY University

1947 invited by General MacArthur to
come to Japan as part of his economic and
scientific staff in rebuilding Japan
1950 invited to return to Japan by Japanese
Union of Scientists and Mathematicians to
teach methods for achievement of quality
Jan. 1951 - began a series of lectures to
every single top manager in Japan
1974 meeting with William Conway
June 24, 1980 NBCs show If Japan Can
Why Cant We? aired to 14 million people
later became NBCs most requested video of
all time

Third Wave of the Industrial Revolution

***

He taught an average of ten 4-day seminars per

year between 1980 and 1993 reaching over
200,000 managers.
Almost every top manager in the country was
exposed to his teachings during those years
Upon Demings death in 1993 in one obituary it was
written that Demings reply to writer for how he
wanted to be remembered was Well, maybe as someone who spent his life
trying to keep America from committing
suicide.

***- Deming and Goldratt by Lepore and Cohen pg 151

Basic message:

The cause of inefficiency and poor

quality is the system, not the
employees and it is managements
responsibility to correct the system
in order to achieve desired results.

Message to Japanese
Management

Production must be seen as a system encompassing

customers and suppliers in a win-win situation.

1.

2.

3.
4.

5.

Customer is the most important part of the system

Suppliers are partners

Quality is made in the boardroom never blame the

workers.
Improving a process creates a chain reaction.
Continuous learning and improvement follow the
PCDA (Shewhart) cycle.
There is a need for trust and cooperation between
companies. Anything new learned in one company
must be shared with all including competitors.

One can say that the content of my seminars and

the content of my books are based in large part
on my understanding of Shewharts teaching. Even
if only ten percent of the listeners absorb part of
Dr. Shewharts teachings, the number may in time
Reducing variability in production will
bring about change in the style of Western
improve
quality.
management.
Dr.
Deming

Two types of variation:

Common causes
Special causes

Statistical control a process needs

to be in a stable state with
identifiable action limits

Key Deming Tools

Deming did not teach statistical

tools he taught how to
interpret them and their
implications to the system.
The control chart is
no substitute for the
Deming Chain Reaction
brain. Dr. Deming
PDCA Cycle
Theory of Profound Knowledge
& 14 Point Philosophy

Deming Chain Reaction

Quality improvement is not a
costly business option but a
strategic imperative that is
essential to business survival
Quality

Cost

Productivity

Conveys the sequential and

continual nature of CI
Plan
Do
Check
Act

Plan
Do

Act
Check

Theory of Profound
Knowledge

1.

- knowledge
leadership of
Appreciation
forfor
a system
transformation
A network of interdependent components that work together

to try to accomplish the aim of the system. Without aim there

is no system.

Knowledge of variation

2.

Understanding where the processes are stable

Theory of knowledge

3.

Predicting and anticipating what will happen if certain actions

are taken

Psychology of individuals, society and change.

4.

Appreciate peoples natural inclination toward learning and

being innovative.

Deming's 14 Points for

Management
1.
2.
3.

4.
5.
6.
7.

Constancy of Purpose
The New Philosophy
Cease dependence on mass
inspection
End lowest cost tender contracts
Improve every process
Institute training on the job
Institute leadership

Drive out fear.

9. Break down barriers.
10. Eliminate exhortations.
11. Eliminate arbitrary numerical
targets.
12. Permit pride of workmanship.
13. Encourage education
14. Top management commitment
and action.
8.