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W. Edwards Deming

W. Edwards Deming. Presented By: Akshat Bahuguna Sushil Kumar Vivek Yadav

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W. Edwards Deming

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  1. W. Edwards Deming Presented By: Akshat Bahuguna Sushil Kumar Vivek Yadav Mod.Sahil

  2. BACKGROUND • Born on October 14, 1900 • Was an American statistician, professor, author, lecturer, and consultant • Widely credited with improving production in the United States during the Cold War • Best known for work in Japan • Taught top management (1950 onwards)

  3. OVERVIEW • B.Sc in Electrical Engineering (1921) • M.S from University Of Colorado (1925) • Ph.D from Yale University (1928) • Professor at New York University • founded the W. Edwards Deming Institute in Washington, D.C. (1993) • Philosophy adopted by Japanese industry

  4. HONOURS • Rice Statistics Mission member (1947) • Assistant to the Supreme Commander of the Alliance (1950) • Order Of The Sacred Treasure by Nobusuke Kishi (1960)

  5. DEMINGS PHILOSOPHY • When people and organizations focus primarily on quality, defined by the following ratio QUALITY = RESULTS OF WORK EFFORTS TOTAL COSTS • However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time

  6. The Deming System of Profound Knowledge • Appreciation of a system • Knowledge of variation • Theory of knowledge • Knowledge of psychology

  7. DEMINGS PDCA CYCLE

  8. PLAN • Establish the objectives and processes necessary to expected output. By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement. • DO  • Implement the new processes • Often on a small scale, if possible.

  9. CHECK  • Measure the new processes • compare the results against the expected results • ascertain any differences. • ACT  • Analyze the differences to determine their cause • Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.

  10. DEMING AS AN AUTHOR… • Out of the Crisis (1982–1986) • The New Economics for Industry, Government, Education (1993)

  11. KEY PRINCIPLES • Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs. • 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.

  12. Contd… • Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place. • End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust. • Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

  13. Contd… • Institute training on the job. • Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. • Drive out fear, so that everyone may work effectively for the company.

  14. Contd… • Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. • Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

  15. Contd… • 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 bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

  16. Contd… • a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. • Institute a vigorous program of education and self-improvement.

  17. Contd… • a. 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.b. 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 objective

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