Photo: William E.

Deming

Profile of William Edwards Deming

Born October 14, 1900. In Sioux Citi Lowa

Died December 20, 1993. In Washinton D,C
Fields Statistician.
Alma Master University of Wyoming at Laramie (1921) BS
University of Colorado (1925). MS.
Yale University (1928) PhD.
Influences Walter A. Shewhart.

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About William Edwards Deming
William Edwards Deming (October 14, 1900 – December 20, 1993) was an American engineer,
statistician, professor, author, lecturer, and management consultant. Educated initially as
an electrical engineer and later specializing in mathematical physics, he helped develop
the sampling techniques still used by the U.S. Department of the Census and the Bureau of Labor
Statistics.
In his book The New Economics for Industry, Government, and Education Deming championed
the work of Walter Shewhart, including statistical process control, operational definitions, and
what Deming called the "Shewhart Cycles which had evolved into Plan-Do-Study-Act (PDSA).
That was in response to the growing popularity of PDCA, which Deming viewed as tampering
with the meaning of Shewhart's original work. Deming is best known for his work in Japan after
WWII, particularly his work with the leaders of Japanese industry. That work began in July and
August 1950, in Tokyo and at the Hakone Convention Center, when Deming delivered speeches
on what he called "Statistical Product Quality Administration". Many in Japan credit Deming as
one of the inspirations for what has become known as the Japanese post-war economic miracle of
1950 to 1960, when Japan rose from the ashes of war on the road to becoming the second-largest
economy in the world through processes partially influenced by the ideas Deming taught.

1. Better design of products to improve service

2. Higher level of uniform product quality
3. Improvement of product testing in the workplace and in research centers
4. Greater sales through side [global] markets
Deming is best known in the United States for his 14 Points (Out of the Crisis, by W. Edwards
Deming, preface) and his system of thought he called the "System of Profound Knowledge". The
system includes four components or "lenses" through which to view the world simultaneously:

1. Appreciating a system
2. Understanding variation
3. Psychology
4. Epistemology, the theory of knowledge
Deming made a significant contribution to Japan's reputation for innovative, high-quality products,
and for its economic power. He is regarded as having had more impact on Japanese manufacturing
and business than any other individual not of Japanese heritage. Despite being honored in Japan
in 1951 with the establishment of the Deming Prize, he was only just beginning to win widespread
recognition in the U.S. at the time of his death in 1993. President Ronald Reagan awarded him
the National Medal of Technology in 1987. The following year, the National Academy of
Sciences gave Deming the Distinguished Career in Science award.

Deming received a BS in electrical engineering from the University of

Wyoming at Laramie (1921), an MS from the University of Colorado (1925), and a PhD
from Yale University (1928). Both graduate degrees were in mathematics and physics. He had an
internship at Western Electric's Hawthorne Works in Cicero, Illinois, while studying at Yale. He
later worked at the U.S. Department of Agriculture and the Census Department. While working

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under Gen. Douglas MacArthur as a census consultant to the Japanese government, he was asked
to teach a short seminar on statistical process control (SPC) methods to members of the Radio
Corps, at the invitation of Homer Sarasohn. During this visit, he was contacted by the Japanese
Union of Scientists and Engineers (JUSE) to talk directly to Japanese business leaders, not about
SPC, but about his theories of management, returning to Japan for many years to consult. Later,
he became a professor at New York University, while engaged as an independent consultant in
Washington, DC.
Deming was the author of Quality Productivity and Competitive Position, Out of the Crisis (1982–
1986), and The New Economics for Industry, Government, Education (1993), and books on
statistics and sampling. Deming played the flute and drums and composed music throughout his
life, including sacred choral compositions and an arrangement of The Star Spangled Banner
In 1993, he founded the W. Edwards Deming Institute in Washington, DC, where the Deming
Collection at the U.S. Library of Congress includes an extensive audiotape and videotape archive.
The aim of the institute is to "Enrich society through the Deming philosophy.
Deming's teachings and philosophy are clearly illustrated by examining the results they produced
after they were adopted by Japanese industry, as the following example shows. Ford Motor
Company was simultaneously manufacturing a car model with transmissions made in Japan and
the United States. Soon after the car model was on the market (c. 1950) Ford customers were
requesting the model with Japanese transmissions over the US-made transmissions, and they were
willing to wait for the Japanese model. As both transmissions were made to the same
specifications, Ford engineers could not understand the customer preference for the model with
Japanese transmissions. Finally, Ford engineers decided to take apart the two different
transmissions. The American-made car parts were all within specified tolerance levels. However,
the Japanese car parts were virtually identical to each other, and much closer to the nominal values
for the parts—e.g., if a part was supposed to be one foot long, plus or minus 1/8 of an inch—then
the Japanese parts were all within 1/16 of an inch, less variation. This made the Japanese cars run
more smoothly and customers experienced fewer problems.

Family
Born in Sioux City, Iowa, William Edwards Deming was raised in Polk City, Iowa, on his
grandfather Henry Coffin Edwards's chicken farm, then later on a 40-acre (16 ha) farm purchased
by his father in Powell, Wyoming. He was the son of William Albert Deming and Pluma Irene
Edwards, His parents were well-educated and emphasized the importance of education to their
children. Pluma had studied in San Francisco and was a musician. William Albert had studied
mathematics and law.
He was a direct descendant of John Deming, (1615–1705) an early Puritan settler and original
patentee of the Connecticut Colony, and Honor Treat, the daughter of Richard Treat (1584–1669),
an early New England settler, deputy to the Connecticut Legislature and also a patentee of the
Royal Charter of Connecticut, 1662.
Deming married Agnes Bell in 1922. She died in 1930, a little more than a year after they had
adopted a daughter, Dorothy (-1984). Deming made use of various private homes to help raise the
infant, and following his marriage in 1932 to Lola Elizabeth Shupe (- 1986), with whom he
coauthored several papers, he brought her back home to stay. Lola and he had two more children,

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Diana (b. 1934) and Linda (b. 1943). Deming was survived by Diana and Linda, along with seven
grandchildren.

Early life and work

Deming was a professor of statistics at New York University's graduate school of business
administration (1946–1993), and taught at Columbia University's graduate school of business
(1988–1993). He also was a consultant for private business.
In 1927, Deming was introduced to Walter A. Shewhart of the Bell Telephone Laboratories by
C.H. Kunsman of the United States Department of Agriculture (USDA). Deming found great
inspiration in the work of Shewhart, the originator of the concepts of statistical control of processes
and the related technical tool of the control chart, as Deming began to move toward the application
of statistical methods to industrial production and management. Shewhart's idea of common and
special causes of variation led directly to Deming's theory of management. Deming saw that these
ideas could be applied not only to manufacturing processes, but also to the processes by which
enterprises are led and managed. This key insight made possible his enormous influence on the
economics of the industrialized world after 1950.
In 1936, he studied under Sir Ronald Fisher and Jerzy Neyman at University College, London,
England.
Deming edited a series of lectures delivered by Shewhart at USDA, Statistical Method from the
Viewpoint of Quality Control, into a book published in 1939. One reason he learned so much from
Shewhart, Deming remarked in a videotaped interview, was that, while brilliant, Shewhart had an
"uncanny ability to make things difficult." Deming thus spent a great deal of time both copying
Shewhart's ideas and devising ways to present them with his own twist.
Deming developed the sampling techniques that were used for the first time during the 1940 U.S.
Census, formulating the Deming-Stephan algorithm for iterative proportional fitting in the
process. During World War II, Deming was a member of the five-man Emergency Technical
Committee. He worked with H.F. Dodge, A.G. Ashcroft, Leslie E. Simon, R.E. Wareham, and
John Gaillard in the compilation of the American War Standards (American Standards
Association Z1.1–3 published in 1942) and taught SPC techniques to workers engaged in wartime
production. Statistical methods were widely applied during World War II, but faded into disuse a
few years later in the face of huge overseas demand for American mass-produced products.

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.
In the 1970s, Deming's philosophy was summarized by some of his Japanese proponents with the
following "a"-versus-"b" comparison:

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 (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.

The Deming System of Profound Knowledge

"The prevailing style of management must undergo transformation. A system cannot understand
itself. The transformation requires a view from outside. The aim of this chapter is to provide an
outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by
which to understand the organizations that we work in.
"The first step is transformation of the individual. This transformation is discontinuous. It comes
from understanding of the system of profound knowledge. The individual, transformed, will
perceive new meaning to his life, to events, to numbers, to interactions between people."
"Once the individual understands the system of profound knowledge, he will apply its principles
in every kind of relationship with other people. He will have a basis for judgment of his own
decisions and for transformation of the organizations that he belongs to. "
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.

He explained, "One need not be eminent in any part nor in all four parts in order to understand 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."
"The various segments of the system of profound knowledge proposed here cannot be separated.
They interact with each other. Thus, knowledge of psychology is incomplete without knowledge
of variation.
"A manager of people needs to understand that all people are different. This is not ranking people.
He needs to understand that the performance of anyone is governed largely by the system that he
works in, the responsibility of management. A psychologist that possesses even a crude
understanding of variation as will be learned in the experiment with the Red Beads (Ch. 7) could
no longer participate in refinement of a plan for ranking people."

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The Appreciation of a system involves understanding how interactions (i.e., feedback) between the
elements of a system can result in internal restrictions that force the system to behave as a single
organism that automatically seeks a steady state. It is this steady state that determines the output
of the system rather than the individual elements. Thus it is the structure of the organization rather
than the employees, alone, which holds the key to improving the quality of output.
The Knowledge of variation involves understanding that everything measured consists of both
"normal" variation due to the flexibility of the system and of "special causes" that create defects.
Quality involves recognizing the difference to eliminate "special causes" while controlling normal
variation. Deming taught that making changes in response to "normal" variation would only make
the system perform worse. Understanding variation includes the mathematical certainty that
variation will normally occur within six standard deviations of the mean The System of Profound
Knowledge is the basis for application of Deming's famous 14 Points for Management, described
below.

Key principles
Deming offered 14 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, to 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. Institute leadership (see Point 12 and Ch. 8 of Out of the Crisis). The aim of supervision
should be to help people and machines and gadgets do a better job. Supervision of
management is in need of overhaul, as well as supervision of production workers.
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, to foresee problems of production and usage that may be
encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and
new levels of productivity. Such exhortations only create adversarial relationships, as the

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 bulk of the causes of low quality and low productivity belong to the system and thus lie
beyond the power of the work force.
1. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.
2. Eliminate management by objective. Eliminate management by numbers and
numerical goals. Instead substitute with leadership.
11. 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.
12. Remove barriers that rob people in management and in engineering of their right to pride
of workmanship. This means, inter alia, abolishment of the annual or merit rating and
of management by objectives (See Ch. 3 of Out of the Crisis).
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.
"Massive training is required to instill the courage to break with tradition. Every activity and every
job is a part of the process.
PDCA myth
It is a common myth to credit Plan-Do-Check-Act (PDCA) to Deming. Deming referred to the
PDCA cycle as a "corruption." Deming worked from the Shewhart cycle and over time eventually
developed the Plan-Do-Study-Act (PDSA) cycle, which has the idea of deductive and inductive
learning built into the learning and improvement cycle. Deming finally published the PDSA cycle
in 1993, in The New Economics on p. 132. Deming has added to the myth that he taught the
Japanese the PDSA cycle with this quote on p. 247, "The PDSA Cycle originated in my teaching
in Japan in 1950. It appeared in the booklet Elementary Principles of the Statistical Control of
Quality (JUSE, 1950: out of print)."
Seven Deadly Diseases
The "Seven Deadly Diseases" include:

1. Lack of constancy of purpose

2. Emphasis on short-term profits
3. Evaluation by performance, merit rating, or annual review of performance
4. Mobility of management
5. Running a company on visible figures alone
6. Excessive medical costs
7. Excessive costs of warranty, fueled by lawyers who work for contingency fees
"A Lesser Category of Obstacles" includes:

1. Neglecting long-range planning

2. Relying on technology to solve problems
3. Seeking examples to follow rather than developing solutions
4. Excuses, such as "our problems are different"
5. The mistaken belief that management skills can be taught in classes

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 6. Reliance on quality control departments rather than management, supervisors, managers of
purchasing, and production workers
7. Placing blame on workforces who are responsible for only 15% of mistakes while the
system designed by management is responsible for 85% of the unintended consequences
8. Relying on quality inspection rather than improving product quality
Deming's advocacy of the Plan-Do-Study-Act cycle, his 14 Points and Seven Deadly Diseases
have had tremendous influence outside manufacturing and have been applied in other arenas, such
as in the relatively new field of sales process engineering.

Works
 Deming, W. Edwards (1964) [1943]. Statistical Adjustment of Data. Dover. ISBN 0-486-
64685-8. LCCN 64-24416.
 Deming, W. Edwards (1966) [1950]. Some Theory of Sampling
References:
1. Deming, W. Edwards (1993). The New Economics for Industry, Government, and
Education.
2. Deming, W. Edwards (2000). Out of the crisis (1. MIT Press ed.). Cambridge, Mass.:
MIT Press.
3. Moen, Ronald D.; Norman, Clifford L.
4. http://quality-history.blogspot.com/2007/10/deming-ishikawa.html
5. Deming's 1950 Lecture to Japanese Management.
6. Deming, W. Edwards (1993). "4". The New Economics for Industry, Government, and
Education.
7. Deming of America (Documentary).
8. The Man: His Music. W. Edwards Deming Institute.
9. W. Edwards Deming Institute.
10. The Washington Post/archive/opinions/12-23-1993 Japans Secret W Edwards Deming
11. Aguayo, Rafael (1991). Dr. Deming: The American Who Taught the Japanese About
Quality.
12. The Man: Biography W. Edwards Deming Institute. Accessed: 2006-06-17.
13. Deming, Judson Keith (1904). John Deming and His Descendants. Dubuque, Iowa: Press
of Mathis-Mets Co.
14. https://deming.org/deming/timeline
15. A Brief History of Dr. W. Edwards Deming British Deming Association SPC Press, Inc.
1992
16. Dr. Deming's Management Training. Accessed: 2006-06-18.
17. Deming, W. Edwards. 1993. The New Economics for Industry, Government, Education,
second edition.
18. Deming, W. Edwards (1986). Out of the Crisis. MIT Press.
19. Cohen, Phil. "Deming's 14 Points". Realizations. Archived from the original on February
18, 2011.

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 Dept. of Management Studies
Course Title: Management Thoughts

Group “J”

SL NO. Name ID Remarks

01 Md. Ahad Miah B140202018

02 Md. Abu Taher Shuvo B140202036

03 Md. Nazmul Haque B140202039

04 Md. Azharul Islam B140202046

05 Md. Shibbir Ahmed Sajib B140202051

06 Reesel Khan B140202061

07 Shamima Akter B140202062

08 Sumam Biswas B140202106

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 An
Assignment On

William Edwards Deming

Course Name: Management Thoughts
Course Code: MGT-4201

Submitted To
Dr. A.K.M. Moniruzzaman
Professor
Dept. Of Management Studies

Submitted By
Group “J”
11th Batch, Section- A

Date of Submission: 24 October 2019.

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 Table of Content
SL NO. Content Page No.
01 Profile 01
02 About William Deming 02-03
03 Deming’s Family 03
04 Early Life and Works 04
05 Deming’s Philosophy Synonpsis 04-05
06 The Deming System of Profound Knowledge 05-06
07 Key principles 06-07
08 PDCA myth 07
09 Seven Deadly Diseases 07-08
10 Works 08
11 References 08

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