The Deming Management Method

Before reading more about the Deming Management Method, have you read the pages on ethics?
About W. Edwards Deming
Born in 1900, Dr. Deming was a physicist who became interested in the science of what has become known as statistical quality control. During the World War II era, Dr. Deming, was introduced to Walter A. Shewhart, a Bell Labs statistician. Shewhart introduced Dr. Deming into the techniques for measuring and improving industrial processes. Shewhart brought into modern use such as control limits and control charts, along with the insight and understanding on how to use the charts to train workers on techniques for process improvement. During World War II, Dr. Deming used his statistical knowledge to improve sampling techniques for the 1940 census, and showed amongst other things the direct link between training and improved quality. However, after World War II, the science of statistical quality control atrophied. America’s business no longer was concerned about quality or quality control.

Enter the Japanese. In a now well-known bit of history, after the War the Japanese were infamous for producing shoddy merchandise. Their situation after the war was as desparate as America’s during the war (or even more so!). So during the late forties, and early fifties, Dr. Deming taught quality control to the Japanese. Slowly the impact of his techniques was adopted, and by 1951 the Japanese established the Deming Prize – a medal for improved quality to be awarded to scientists for theoretical improvements in statistical theory and to companies for the application of statistical control techniques. His impact continued to affect Japanese productivity and quality well into the sixties and seventies. But he was still the unknown prophet in America.

In 1980, after America was losing marketshare to the Japanese, NBC started work on a television show entitled "Whatever Happened to Good Old Yankee Ingenuity". Dr. Deming, now at home in the US was rediscovered, and his applications of statistical quality control, the Fourteen Admonitions, and the Seven Deadly Diseases became known to the US.

It is interesting to me to note that a Japanese schoolchild can recite Dr. Deming’s Fourteen Admonitions and Seven Deadly Diseases as well as an American schoolchild can recite the Pledge of Allegiance. Considering that Dr. Deming’s have an ethical basis, perhaps it is time that America rediscover Dr. Deming again. So here are the "Fourteen Admonitions" and the "Seven Deadly Diseases".

The Fourteen Points:
  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 price tag alone.
  5. Improve constantly and forever the system of production and service.
  6. Institute training.
  7. Institute leadership.
  8. Drive out fear.
  9. Break down barriers between staff areas.
  10. Eliminate slogans, exhortations, and targets for the workforce.
  11. Eliminate numerical quotas.
  12. Remove barriers to pride of workmanship.
  13. Institute a vigorous program of education and retraining.
  14. Take action to accomplish the transformation.
The Seven Deadly Diseases
  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 that work on contingency fee.
Some Obstacles
  • Neglect of long-range planning and transformation
  • The supposition that solving problems, automation, gadgets, and new machinery will transform industry
  • Search for examples (copying others without understanding can be hazardous)
  • Our problems are different (an excuse for resisting change)
  • Obsolescence in schools
  • Reliance on quality control departments
  • Blaming the workforce for problems
  • Quality by inspection
  • False starts (For process to change you must act on the change)
  • Meeting specifications (Meeting specifications doesn't address the goal of improved quality)
  • Inadequate testing of prototypes
  • Anyone that comes to try to help us must understand all about our business
Commentary on the Fourteen Points