Dr.

William
Edwards Deming
Quality Management
Ma. Theresa M. Aguilar
Department of Computer Science
W. Edward Deming
● Born/Died 1900 - 1993 US
● American engineer,
statistician, professor, author,
lecturer, and management
consultant
Known for
● Dr. William Edwards Deming is considered by most
people to be the father of modern philosophy on quality.
● Japanese post-war economic miracle of 1950-1960
● Deming made a significant contribution to Japan’s
reputation for innovative, high-quality products, and for
its economic power
● He evolved Shewhart cycle into PDCA
THE EVOLUTION OF THE SHEWHART
CYCLE

The Evolution of the Shewhart Cycle — Dr. O (oventhal.com)

 DEMING’S EDITS

The Evolution of the Shewhart Cycle — Dr. O (oventhal.com)

Universities of Deming

● University of Wyoming BS electric engineering

● University of Colorado MS
● Yale University PhD
Japan

● The 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.
Contribution and Career

● Deming began to move forward the application of statistical

methods to industrial production and management.
● Deming offered 14 key principles to managers. The points
where first presented in his book Out of the Crisis.
● Career: In 1927, Deming was introduced to Walter Shewhart
of the Bell Telephone Laboratories by C.H. Kunsman
PDCA Cycle
 PDCA Cycle

The Evolution of the Shewhart Cycle — Dr. O (oventhal.com)

 PDCA Cycle

The Evolution of the Shewhart Cycle — Dr. O (oventhal.com)

Deming’s plan, do, check, action cycle

1. Plan — Plan for the action.

2. Do—Carry out and implement the plan.
3. Check — Check the results of the action and draw
inferences.
4. Act—Modify the plan as necessary.
 Theory of
Management
Deming’s System Profound Knowledge

● promotes “joy in work” through the acquisition of process

knowledge (learning) gained from experience and
coordinated by theory
● “joy in work”
○ all of the stakeholders of an organization.
○ Intrinsic motivation
Four interrelated parts:
[O, V, K, P]

1. Theory of Optimization
2. Theory of Variation
3. Theory of Knowledge
4. Theory of Psychology
Four interrelated parts:
[ O, V, K, P ]
1. Theory of ● optimization of the
Optimization
total system and not
2. Theory of Variation
3. Theory of Knowledge the optimization of
4. Theory of Psychology the individual
subsystems.
Four interrelated parts:
[ O, V, K, P ]
1. Theory of ● improving the product
Optimization and service uncertainty
2. Theory of Variation
and variability in design
3. Theory of Knowledge
and manufacturing
4. Theory of Psychology
processes.
Four interrelated parts:
[ O, V, K, P ]
1. Theory of ● knowledge is not
Optimization possible without
2. Theory of Variation
theory, and
3. Theory of
Knowledge experience alone does
4. Theory of Psychology not establish a theory.
Four interrelated parts:
[ O, V, K, P ]
1. Theory of ● helps to understand people,
Optimization interactions between
2. Theory of Variation people and circumstances,
3. Theory of Knowledge interactions between
4. Theory of leaders and employees, and
Psychology any system of management.
Deming’s 14 point
1. Constancy of purpose. Create constancy of
purpose to improve product and service.
2. Adopt the new philosophy. Conditions
change, and the philosophy ought to be
aligned with the current conditions.
3. Statistical inferencing. Cease dependence
on inspection to achieve quality; eliminate
the need for mass inspection by building
quality into the product.
4. Price. When making buying decisions, do
away with the practice of awarding
contracts on the basis of lowest price.
5. Improve continuously. Find problems and
solve them.
6. On-the-job training. Advocate that
organizations provide learning
opportunities on the job, as well as guided
learning.
7. Supervision. Institute leadership;
supervision should be to help do a better job;
overhaul supervision of management and
production workers.
8. Fear. Drive out fear so that all may work
effectively for the organization.
9. Barriers. Break down barriers between
departments; research, design and sales
must work together to foresee problems in
production and use.
10. Methods— Development and provision of
right methods of working to obtain results.
11. Eliminate quotas. Eliminate quotas or work
standards, and management by objectives
or numerical goals; substitute leadership.
12. Pride. Remove barriers that rob people of
their right to pride of workmanship; hourly
workers, management and engineering;
eliminate annual or merit ratings and
management by objectives.
13. Retraining and education. Institute a
vigorous education and self improvement
programme.
14. Management—Deming suggested a
structured management to drive the above
13 points in the organization. Put everyone
inthe organization to work to accomplish the
transformation.
Deming seven- point
action plan
1. Create constancy of purpose for
improvement of product and service.
2. Adopt the new philosophy.
3. Cease dependence on mass inspection.
4. End the practice of awarding business on
the basis of price tag.
5. Improve constantly and forever the system
of production and service.
6. Institute training on the job.
7. Institute leadership.