demings philosphy-yashas
TRANSCRIPT
-
7/30/2019 demings philosphy-yashas
1/9
Demings
philosophy
-
7/30/2019 demings philosphy-yashas
2/9
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.
-
7/30/2019 demings philosphy-yashas
3/9
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 -
7/30/2019 demings philosphy-yashas
4/9
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."
-
7/30/2019 demings philosphy-yashas
5/9
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.
-
7/30/2019 demings philosphy-yashas
6/9
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
-
7/30/2019 demings philosphy-yashas
7/9
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 -
7/30/2019 demings philosphy-yashas
8/9
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.
-
7/30/2019 demings philosphy-yashas
9/9
Thank you