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Scott Le DucWilliam Edwards Deming (October 14, 1900 – December 20, 1993) was an American engineer, statistician, professor, author, lecturer, and management consultant.
management productivity quality business deming leadership people wikipedia economics psychology TQM TQL
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application of statistical methods to industrial production and management
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A number of Japanese manufacturers applied his techniques widely and experienced heretofore unheard-of levels of quality and productivity. The improved quality combined with the lowered cost created new international demand for Japanese products.
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14 Points for Management
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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.
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Create constancy of purpose toward improvement of product and servic
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Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
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Improve constantly and forever
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Institute training on the job.
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Institute leadership
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Drive out fear
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Break down barriers between departments
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Institute a vigorous program of education and self-improvement.
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The transformation is everybody's job
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- Lack of constancy of purpose
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Emphasis on short-term profits
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Evaluation by performance, merit rating, or annual review of performance
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Running a company on visible figures alone
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It is considered as a contrast to the old statement, "There is no substitute for hard work" by Thomas Alva Edison
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"There is no substitute for knowledge."
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Instead, a small amount of knowledge could save many hours of hard work.
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"In God we trust; all others must bring data."
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"The most important things cannot be measured."
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"Experience by itself teaches nothing."
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interpret and apply information against a theory or framework of concepts that is the basis for knowledge about a system. It is considered as a contrast to the old statement, "Experience is the best teacher"
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Aim and method are essential. An aim without a method is useless. A method without an aim is dangerous. It leads to action without direction and without constancy of purpose. Deming used an illustration of washing a table to teach a lesson about the relationship between purpose and method. If you tell someone to wash a table, but not the reason for washing it, they cannot do the job properly (will the table be used for chopping food or potting plants?). That does not mean just giving the explanation without an operational definition. The information about why the table needs to be washed, and what is to be done with it, makes it possible to do the job intelligently.
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The Deming Cycle
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Plan-Do-Check-Act (PDCA)
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"The problem is at the top; management is the problem."
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A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future.
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A system must be managed. It will not manage itself.
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"The worker is not the problem. The problem is at the top! Management!"
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It is management's job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it.
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Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
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"joy in work"
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15 Sep 13
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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.
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Drive out fear, so that everyone may work effectively for the company.
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Such exhortations only create adversarial relationships
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Eliminate slogans, exhortations, and targets for the work force
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Eliminate work standards
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Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership
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The responsibility of supervisors must be changed from sheer numbers to quality
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29 Jan 13
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27 Jan 13
pete sims"William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for the "Plan-Do-Check-Act" cycle popularly named after him. In Japan, from 1950 onwards, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)[1] through various methods, including the application of statistical methods.
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 manufacturing and 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.[2] 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."management productivity deming leadership edwards systems motivation punishment
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W. Edwards Deming
<!-- /firstHeading --> <!-- bodyContent --><!-- tagline -->From Wikipedia, the free encyclopedia<!-- /tagline --> <!-- subtitle --> <!-- /subtitle --> <!-- jumpto -->Jump to: navigation, search<!-- /jumpto --> <!-- bodycontent -->W. Edwards Deming 
Born (1900-10-14)October 14, 1900
Sioux City, IowaDied December 20, 1993(1993-12-20) (aged 93)
Washington DCFields Statistician Alma mater University of Wyoming BSc, University of Colorado MS, Yale PhD Influences Walter A. Shewhart William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)[1] through various methods, including the application of statistical methods.
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 manufacturing and 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.[2] 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.
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02 May 12
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24 Apr 12
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William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)[1] through various methods, including the application of statistical methods.
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Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers
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01 Feb 11
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24 Jan 11
Thomas James(a) When people and organizations focus primarily on quality, defined by the following ratio,
Quality = Result of work efforts / Total costs
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.WEdwardsDeming quality qualitycontrol management operationalresearch industrialengineering statistics Japan Wikipedia reference industry business productivity lifehack lifehacks systems system systemsengineering
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Cherice Montgomeryhe taught top management how to improve design (and thus service)
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14 Jan 11
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27 Oct 10
Ralph Kerle""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."management productivity wikipedia edwards Deming statistics systems thinking
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01 Sep 09
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24 Jul 09
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12 Jul 09
Henry LieblingInteresting ideas with applications to education and a new way forward. However remember that we are not producing widgits!
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13 Jun 09
KM Andersonvia "weemooseus"; v relevant to ed reform.
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- Set an example;
- Be a good listener, but will not compromise;
- Continually teach other people; and
- Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past."
"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. The individual, once transformed, will:
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Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
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11 Jun 09
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09 Jun 09
Léon ThiviergeEdwards Deming business genius... taught Japan how to come back after WW2
Book - Out of the Crisis -
01 May 09
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09 Apr 09
Peterka AlanQuotes and thoughts attributed to Dr. Deming at the bottom of the article. Speaks about the importance of knowledge and change and management. One missing quote "It is not necessary to change. Survival is not mandatory."
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27 Feb 09
aminggsPoint 10 from Deming's 14 points: "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 an
document article performance economics quality productivity wikipedia business management edwards-deming inlink:tom-tromey import:delicious
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hus it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of output.
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20 Jun 08
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10 Apr 07
Jon Aston"If you can't describe what you are doing as a process, you don't know what you're doing."
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28 Jan 07
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08 Aug 06
Bruce LewinThoughts on W. Edwards Deming, particularly how they contrast with so much of contemporary management thinking and yet the success of the Japanese is something to behold!
principles productivity psychology social theory lists innovation quality

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