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
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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
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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 quality problems
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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 causes of 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
s olving problems Belief : a quantitative approach to identifying and solving
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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 of understanding as to their roles in quality improvement
Deming’s approach reflects the machine view view
The value of Deming’s work could be obscured by our ability to interpret it.
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Philosophy 2.
Systematic approach to problem solving: the Deming, cycle – cycle – Plan, Do, Check, Action
Plan
Identify improvements and identify ways to achieve the improvements
What we do as a response to the observed effect
Action
Implement necessary actions to
Do achieve improvement
Verify if the implemented changes Verify results in improvements
Check
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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 – cycle – Do it all over again ( (Kaizen)
Belief 1: systematic, methodical approach
Belief 2: continuous quality improvement action
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14 Principles
• Do you have clear goals for the organization communicated to all employees?
How can everyone be empowered, feel a sense of ownership and share in the company’s company’s success? 10
We want to develop long term beneficial relationships with With everyone participating our goals are to deliver perfect quality to our customers
our suppliers. 11
At all levels, everyone should be involved in continuous improvement activities every single day.
If all employees are learning and growing every day, competition will be only a figment of our imagination. 12
The leaders select the music, set the tone and insure that everyone every one is i s on board at every moment.
Ask your associates what they fear and then do whatever is necessary to get rid of it. 13
Find ways to open communications between suppliers, customers and all employees.
Value is placed on doing and demonstrating.
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The method is balancing technology with people’s needs and aspirations and eliminating
Why come to work if it is not joyous?
those non-value adding wastes. 15
Ask and plan now for an ongoing continuous educational process to help everyone become the best that they possibly can be.
Ask Dr. Dr. Shingo w would ould always say, “DO IT!” 16
The seven deadly sins
Fundamental beliefs about bad management
Are the cause to the poor condition of many organizations organizations today Must be eliminated
1.
Sin 1: “Lack of constancy” constancy”
2.
Sin 2: “Short“Short-term profit focus” focus”
3.
Sin 3: “Performance appraisal” appraisal”
4.
Sin 4: “Job-hopping “Job-hopping – – regular movement of management between jobs” jobs”
5.
Sin 5: “The use of visible figures only”
6.
Sin 6: Excessive medical cost
7.
Sin 7: Excessive costs of liability (Erstatningskrav) 17
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Philosophy Summary of Deming’s 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 management – management – “the common causes” (as high as 94%) 94%)
A systema systematic, tic, methodical methodical approach
Continuous improvement
Constancy and determination
Quality should be designed into both product and process. (Deming and Crosby)
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Assumptions 1.
Management processes and attitudes must be “transformed” in order for sustained improvement to be achieved
The management is seen to be responsible and capable of undertaking the proposed transformation
2.
Deming does not suggest , in organization design terms, how this should be achieved
Statistical methods will provide quantitative evidence to support changes
At the same time he recognizes that some aspects cannot be easily measured
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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.
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Quotations and concepts of William Edwards Deming
"There is no substitute for knowledge.“ knowledge.“ "The most important things cannot be measured." "Experience by itself teaches nothing.“ nothing.“ "You can expect what you inspect." "Special Causes and Common Causes"
Acceptable Defects. Knowledge is theory. What is a system?
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Deming’s seven-point seven-point action plan An action plan to implement the the principles
What to do, not how to do it
1.
Management must agreeand on the program, its implications the meaning direction of to the takequality
2.
Top management must accept and adopt the new philosophy
3.
Top management must communicate the plan and the necessity for it to the people in the organization
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Deming’s seven-point action
plan Every activity must be recognized as a step in a process and the customers of that process identified; the customers are responsible for the next stage of the process
4.
Process based work flow, the processes are divided into stages
At every stage there are customers that must be identified and satisfied
Each stage must adopt the Deming-Shewart cycle – cycle – PDCA PDCA – – as the basis of quality improvement
5.
Continuous improvement of every stage through the PDCA cycle Acceptance of responsibility of the process and authority to develop and implement changes
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Deming’s seven-point seven-point action plan 6.
Team working must be created and encouraged to improve inputs and outputs; everyone must be enabled to contribute to this process
Participation in team work can be seen in several levels: 1. 2. 3.
7.
A team team culture within each process Changes in one area may have implications in another: T Team eam culture must be engendered between process owners Sharing and developing improvements across processes
An organization for quality must be constructed with the support of knowledgeable statisticians
Build an organization which reflects and nurtures the achievement of quality Deming suggests the use of statisticians
Multidiscipline team shows the collaborate nature of achieving quality
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Successes and failures
Overall Deming can be said to have been successful
Substantial success in Japanese industry
After Japanese success success he was able to tturn urn his attention to America
Here he met “strong workforce resistance”: Deming had to revise his methods
Emphasis from quantitative to qualitative approach Coded the “Seven Deadly Sins”
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Successes and failures
Flood (1993) acknowledges the principal strengths of Deming: 1.
The systemic logic, particularly the idea of internal customer-supplier relationships
2.
Management before technology
3.
Emphasis on management leadership The sound statistical approach
4.
5. Awareness
of different socio-cultural approach
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Successes and failures
Comments on Flood’s principal strengths: strengths: 1. The systemic and logical approach is seen through the “PDCA” cycle cycle
2.
Prioritization of management before technology Prioritization represents a reversal of attitudes of many managers
3.
Both personal and organizational improvement
Many look for external rather than internal factors as responsible for failures (94% belongs to managers)
Recognition of the importance of good leadership and Recognition motivation can be seen to reflect human relations theory
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Successes and failures
Comments on Flood’s principal strengths: strengths: 4. A strong quantitative quantitative base is fundamental to achievement of quality
5.
“Do better” “How much?”/”When” much?”/”When” We must know when success is achieved Target orientation is motivational
Recognition of different cultural contexts is a vital strength
Essential in achieving success
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Successes and failures
Flood (1993) weaknesses: 1.
Lack of well-defined methodology
2.
The work is not adequately grounded in human relations theory
3.
The approach will not help in an organization with a biased power structure
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Successes and failures Comments on Flood’s weaknesses: weaknesses:
1.
Deming suggests what to do without indicating how
3.
May be empowering Encourages experimentation and debate within each context
Deming is criticized for saying nothing about intervention in political and coercive situations
The second principle and the first three point in the t he action plan call on management to accept their responsibility for quality and productivity and to embrace the new philosophy Deming’s approach rests on the attitude of the management management
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The Deming Prize
The Deming Prize was created in 1951 by the Japanese Union of Scientist and Engineers. For commemorating commemorating Dr. Deming an and d recognizing those with outstanding quality management.
Winners of the Deming Prize for individuals have been Japanese J apanese as of 1999 Majority of Deming Application Prize winners also Japanese firms until the last decade. U.S. winners: AT&T Power Systems
Lucent Technology Power Systems
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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