Deming, W. Edwards

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'''William Edwards Deming''' (October 14, 1900 - December 20, 1993) was an [[United States|American]] [[statistician]], college professor, author, lecturer, and consultant. Deming is widely credited with improving production in the United States during [[World War II]], although 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 latter through global markets)<ref name=lecture>[http://deming.eng.clemson.edu/pub/den/deming_1950.htm Deming's 1950 Lecture to Japanese Management]. Translation by Teruhide Haga. Retrieved June 18, 2007.</ref> through various methods, including the application of statistical methods such as [[analysis of variance]] (ANOVA) and [[statistical hypothesis testing|hypothesis testing]]. Deming made a significant contribution to Japan becoming renowned for producing [[innovative]] high-quality products. Deming is regarded as having had more impact upon Japanese [[manufacturing]] and [[business]] than any other individual not of Japanese heritage.<ref name=America>''The Deming of America'' Petty Consulting/Productions 1991, Documentary broadcast on the [[PBS]] network</ref>
 
  
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[[File:W. Edwards Deming.jpg|thumb|250px|W. Edwards Deming]]
  
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'''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 technique]]s still used by the U.S. Department of the Census and the Bureau of Labor Statistics.
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Deming is best known for his work in [[Japan]] after [[World War II]], particularly his work with the leaders of Japanese industry. Many in Japan credit Deming as the inspiration for what has become known as the [[Japanese post-war economic miracle]] of 1950 to 1960, when Japan rose from the ashes of war to start on the road to becoming the second largest economy in the world through processes founded on the ideas Deming taught. In the United States, Deming's work was foundational in the development of [[Total Quality Management]], first used to improve the Navy's operational effectiveness and later revolutionizing management in the private sector and reinvigorating industries during the 1980s.
  
 
== Life ==
 
== Life ==
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Born in [[Sioux City, Iowa]], Deming was raised in [[Polk City, Iowa]] on his grandfather's chicken farm, then later in [[Powell, Wyoming]]. His father's name was also "William" so he was called "Edwards" (the maiden name of his mother, Pluma Irene Edwards).<ref name=bio>[http://www.deming.org/theman/biography.html The Man: Biography] W. Edwards Deming Institute. Retrieved June 18, 2007.</ref> In 1917, he enrolled in the [[University of Wyoming]] at [[Laramie, Wyoming|Laramie]], graduating in 1921 with a [[Bachelor of Science|B.S.]] in [[electrical engineering]]. In 1925, he received an [[Master of Science|M.S.]] from the [[University of Colorado at Boulder|University of Colorado]], and in 1928, a [[Ph.D.]] from [[Yale University]]. Both graduate degrees were in [[mathematics]] and [[mathematical physics]]. Deming worked as a mathematical physicist at the [[United States Department of Agriculture]] (1927–39), and was a statistical adviser for the [[United States Census Bureau]] (1939–45). He was a professor of statistics at [[New York University]]'s graduate school of business administration (1946-1993), and he taught at [[Columbia University]]'s graduate School of business (1988-1993). He also was a consultant for private business.
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'''William Edwards Deming''' was born in [[Sioux City, Iowa]] on October 14, 1900. His father's name was also "William" so he was called "Edwards" (the maiden name of his mother, Pluma Irene Edwards).<ref name=bio>[https://www.deming.org/theman/overview Deming The Man: Biography] W. Edwards Deming Institute. Retrieved July 14, 2016.</ref> He was raised in [[Polk City, Iowa]] on his grandfather's chicken farm, then later in [[Powell, Wyoming]]. He was a direct descendant of [[John Deming]],<ref>Judson Keith Deming, ''Genealogy of the descendants of John Deming of Wethersfield Connecticut'' (Book on Demand Ltd., 2013, ISBN 978-5518875180).</ref> (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. 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.  
  
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== Work ==
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In 1917, Deming enrolled in the [[University of Wyoming]] at [[Laramie, Wyoming|Laramie]], graduating in 1921 with a Bachelors in [[electrical engineering]]. In 1925, he received a Masters from the [[University of Colorado at Boulder|University of Colorado]], and in 1928, a [[Ph.D.]] from [[Yale University]]. Both graduate degrees were in [[mathematics]] and [[mathematical physics]].
  
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In 1927 Deming was introduced to [[Walter A. Shewhart]] of the [[Bell Telephone Laboratories]] by Dr. 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.<ref name=brief>''A Brief History of Dr. W. Edwards Deming'' British Deming Association SPC Press, Inc. 1992</ref>
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Deming married Agnes Bell in 1922. She died in 1930, a little more than a year after they had adopted a daughter, Dorothy. Deming made use of various private homes to help raise the infant, and then in 1932 following his marriage to Lola Elizabeth Shupe, with whom he coauthored several papers, he brought Dorothy back home to stay. He and Lola had two more children, Diana and Linda.<ref>[https://deming.org/theman/timeline Deming The Man: Timeline]. W. Edwards Deming Institute. Retrieved July 14, 2016.</ref>
  
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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.<ref>[http://www.deming.org/theman/articles/articles_threecareers01.html The Man: Articles: "The Three Careers of W. Edwards Deming."] W. Edwards Deming Institute. Retrieved June 18, 2007.</ref>
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While studying at Yale Deming had an internship at [[Western Electric]]'s [[Hawthorne Works]] in [[Cicero, Illinois]]. He later worked at the U.S. Department of Agriculture and the Census Department.  
  
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Deming developed the sampling techniques that were used for the first time during the 1940 [[United States Census Bureau|U.S. Census]]. 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]] ZI.1-3 published in 1942)<ref>Editor's Preface ''Elementary Principles of Statistical Control Quality'' The Union of Japanese Scientists and Engineers (transcript of Deming's 1950 lectures in Japan)</ref> and taught [[statistical process control]] (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 product.
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While working under General [[Douglas MacArthur]] as a census consultant to the Japanese government, he was asked to teach a short seminar on [[statistical process control]] methods to members of the Radio Corps, at the invitation of Sarasohn. During this visit he was contacted by JUSE, the [[Japanese Union of Scientists and Engineers]], to talk directly to Japanese business leaders, not about Statistical Process Control, but about his theories of management. He returned to Japan for many years to consult.  
  
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=== Work in Japan ===
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Later, Deming became a professor at [[New York University]] while engaged as an independent consultant in Washington, D.C.  
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After World War II (1947), Deming was involved in early planning for the 1951 [[Japan]]ese Census. He was asked by the Department of the Army to assist in this census. While he was there, his expertise in quality control techniques, combined with his involvement in Japanese society, led to his receiving an invitation by the [[Japanese Union of Scientists and Engineers]] (JUSE).<ref name=bio />
 
  
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JUSE members had studied Shewhart's techniques, and as part of Japan's reconstruction efforts they sought an expert to teach statistical control. During June-August 1950, Deming trained hundreds of engineers, managers, and scholars in [[statistical process control]] (SPC) and concepts of quality. He also conducted at least one session for top management.<ref name=legacy>Junji Noguchi, "The Legacy of W. Edwards Deming" Quality Progress October 1995</ref> Deming's message to Japan's chief executives: improving [[quality]] will reduce expenses while increasing [[Productivity (economics)|productivity]] and market share.<ref name=lecture /> Perhaps the best known of these management lectures was delivered at the Mt. Hakone Conference Center in August of 1950. 
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Deming loved music. He played the flute and drums and composed music throughout his life, including sacred choral compositions.<ref name=Salsburg> David Salsburg, ''The Lady Tasting Tea: How Statistics Revolutionized Science in the Twentieth Century'' (Holt Paperbacks, 2002, ISBN 978-0805071344).</ref>
  
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A number of Japanese manufacturers applied his techniques widely, and experienced theretofore 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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The Demings lived in Washington, D. C. in the house that they bought in 1936. Lola Deming died on June 25, 1986. Deming died in his sleep at the age of 93 in his Washington home from cancer on December 20, 1993.<ref>John Holusha, [http://www.nytimes.com/1993/12/21/obituaries/w-edwards-deming-expert-on-business-management-dies-at-93.html?pagewanted=all W. Edwards Deming, Expert on Business Management, Dies at 93] ''The New York Times'', December 21, 1993. Retrieved July 14, 2016.</ref>
  
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Deming declined to receive royalties from the transcripts of his 1950 lectures, so JUSE's board of directors established the [[Deming Prize]] (December 1950) to repay him for his friendship and kindness.<ref name=legacy /> The Deming Prize, especially the Deming Application Prize that is given to companies, has exerted an immeasurable influence directly or indirectly on the development of quality control and quality management in Japan.<ref>[http://www.juse.or.jp/e/deming/03.html The Deming Prize and the Development of Quality Control Management in Japan.] Union of Japanese Scientists and Engineers. Retrieved June 18, 2007.</ref><ref> [http://www.juse.or.jp/e/deming/01.html How was the Deming Prize Established?] Union of Japanese Scientists and Engineers. Retrieved June 18, 2007.</ref>
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== Work ==
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Deming worked as a mathematical physicist at the [[United States Department of Agriculture]] (1927–1939), and was a statistical adviser for the [[United States Census Bureau]] (1939–1945) during which time he developed the sampling techniques that were used for the first time during the 1940 [[United States Census Bureau|U.S. Census]]. He taught [[statistical process control]] (SPC) techniques to workers engaged in wartime production. He was a professor of statistics at [[New York University]]'s graduate school of business administration (1946-1993), and he taught at [[Columbia University]]'s graduate School of business (1988-1993). He was also a consultant for private business.
  
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In 1960, the Prime Minister of Japan ([[Nobusuke Kishi]]), acting on behalf of [[Emperor Hirohito]], awarded Deming Japan’s [[Order of the Sacred Treasures|Order of the Sacred Treasures, Second Class]]. The citation on the medal recognizes Deming's contributions to Japan’s industrial rebirth and its worldwide success.
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===Early Career===
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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). Shewhart was the originator of the concepts of statistical control of processes and the related technical tool of the [[control chart]], and as Deming began to move toward the application of statistical methods to industrial production and management he found great inspiration in Shewhart's work. 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. Shewhart's idea of common and special causes of variation led directly to Deming's theory of management.  
  
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The first section of the meritorious service record describes his work in [[Japan]]:<ref name=legacy />
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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. Deming remarked in a videotaped interview that one reason he learned so much from Shewhart 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.<ref>Michael J. Tortorella, [https://www.deming.org/content/three-careers-w-edwards-deming The Three Careers of W. Edwards Deming] W. Edwards Deming Institute. Retrieved July 14, 2016.</ref>
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*1947 Rice Statistics Mission member
 
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*1950 assistant to the [[Supreme Commander of the Allied Powers]]
 
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*instructor in sample survey methods in government statistics
 
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The second half of the record lists his service to private enterprise through the introduction of epochal ideas, such as quality control and market survey techniques.
 
  
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=== Later work in the U.S. ===
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In his book 1993 book, ''The New Economics for Industry, Government, and Education'',<ref name=NewEconomics>W. Edwards Deming, ''The New Economics for Industry, Government, and Education'' (Boston, MA:MIT Press, 1993, ISBN 0262541165).</ref> Deming championed the work of [[Walter Shewhart]], including [[statistical process control]], operational definitions, and what Deming called the "Shewhart Cycle" which evolved into PDSA (Plan-Do-Study-Act).<ref> [https://www.deming.org/theman/theories/pdsacycle The PDSA Cycle] The W. Edwards Deming Institute. Retrieved July 14, 2016.</ref>
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[[David Salsburg]] wrote:
 
  
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:"He was known for his kindness to and consideration for those he worked with, for his robust, if very subtle, humor, and for his interest in music. He sang in a choir, played drums and flute, and published several original pieces of sacred music." (page 254, ''[[The Lady Tasting Tea]]'')<ref>Deming and his statistical methods are profiled in Chapter 24 of ''[[The Lady Tasting Tea]]'' by [[David Salsburg]]</ref>
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=== Work in Japan ===
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After [[World War II]], in 1947, Deming was was asked by the Department of the Army to assist in early planning for the 1951 [[Japan]]ese Census. While he was there, his expertise in quality control techniques, combined with his involvement in Japanese society, led to his receiving an invitation by the [[Japanese Union of Scientists and Engineers]] (JUSE).<ref name=bio />
  
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Later, from his home in [[Washington D.C.|Washington, D.C.]], Deming continued running his own consultancy business in the [[United States]], largely unknown and unrecognized in his country of origin and work. In 1980, he was featured prominently in an [[NBC]] documentary titled ''[[If Japan can... Why can't we?]]'' about the increasing industrial competition the United States was facing from Japan. As a result of the broadcast, demand for his services increased dramatically, and Deming continued consulting for industry throughout the world until his death at the age of 93.
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JUSE members had studied Shewhart's techniques, and as part of Japan's reconstruction efforts they sought an expert to teach statistical control. During June-August 1950, Deming trained hundreds of engineers, managers, and scholars in [[statistical process control]] (SPC) and concepts of quality. Deming's message to Japan's chief executives: improving [[quality]] will reduce expenses while increasing [[Productivity (economics)|productivity]] and market share.<ref name=lecture /> Perhaps the best known of these management lectures was delivered at the Mt. Hakone Conference Center in August of 1950, on what he called "Statistical Product Quality Administration."<ref name=lecture>John Hunter, [https://blog.deming.org/2012/11/speech-by-dr-deming-to-japanese-business-leaders-in-1950/ Speech by Dr. Deming to Japanese Business Leaders in 1950]. Retrieved July 14, 2016.</ref>
  
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[[Ford Motor Company]] was one of the first American corporations to seek help from Deming. In 1981, Ford recruited Deming to help jump-start its quality movement. Ford's sales were falling. Between 1979 and 1982, Ford had incurred $3 billion in losses. Deming questioned their company's culture and the way its managers operated. To Ford's surprise, Deming talked not about quality but about management. He told Ford that management actions were responsible for 85% of all problems in developing better cars. After 1982, Ford came out with a profitable line of cars, the Taurus-Sable line. In a letter to ''Autoweek Magazine'', [[Donald Petersen]], then Ford Chairman said, "We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Deming's teachings."<ref>[http://www.sme.org/cgi-bin/get-press.pl?&&20012513&ND&&SME& Ford Embraces Six-Sigma Quality Goals.] Retrieved June 18, 2007.</ref> By 1986, Ford had become the most profitable American auto company. Its earnings, for the first time since the 1920s had exceeded those of arch rivals [[General Motors]] (GM). Ford had come to lead the American automobile industry in improvements. Ford's following years' earnings confirmed that its success was not a fluke for its earnings had continued to exceed GM and Chrysler's.
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The ideas Deming taught can be summarized as:
  
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In 1982, Deming, as author, had his book published by the [[Massachusetts Institute of Technology|MIT]] Center for Advanced Engineering as ''Quality, Productivity, and Competitive Position'', which was renamed to ''Out of the Crisis'' in 1986. Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. "Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."
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# Better design of products to improve service
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# Higher level of uniform product quality
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# Improvement of product testing in the workplace and in research centers
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# Greater sales through side [global] markets
  
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Over the course of his career, Deming received dozens of academic awards, including another, honorary, Ph.D. from [[Oregon State University]]. In 1987 he was awarded the [[National Medal of Technology]]: "For his forceful promotion of statistical methodology, for his contributions to sampling theory, and for his advocacy to corporations and nations of a general management philosophy that has resulted in improved product quality." In 1988, he received the ''Distinguished Career in Science'' award from the [[National Academy of Sciences]].<ref name=bio />
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A number of Japanese manufacturers applied his techniques and experienced theretofore unheard of levels of quality and productivity. The improved quality combined with the lowered cost created new international demand for Japanese products. Many in Japan credit Deming as the inspiration for what has become known as the [[Japanese post-war economic miracle]] of 1950 to 1960, when Japan rose from the ashes of war to start on the road to becoming the second largest economy in the world.  
  
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In 1993, Deming published his final book ''The New Economics for Industry, Government, Education'', which included the System of Profound Knowledge™ and the 14 Points for Management. It also contained educational concepts involving group-based teaching without grades, as well as management without individual merit or performance reviews.
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Deming donated his royalties from the transcripts of his 1950 lectures to JUSE, so JUSE's board of directors established the [[Deming Prize]] (December 1950) to repay him for his friendship and kindness.<ref>[https://www.juse.or.jp/deming_en/award/ How was the Deming Prize Established] Union of Japanese Scientists and Engineers. Retrieved July 14, 2016.</ref> The Deming Prize, especially the Deming Application Prize that is given to companies, has exerted an immeasurable influence directly or indirectly on the development of quality control and quality management in Japan.<ref> [https://www.juse.or.jp/deming_en/award/03.html The Deming Prize and Development of Quality Control/Management in Japan] Union of Japanese Scientists and Engineers. Retrieved July 14, 2016.</ref>
  
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In December 1993, W. Edwards Deming died in his sleep at his Washington home about 3 a.m. due to "natural causes." His family was by his side when he died.<ref>[http://www.highbeam.com/doc/1G1:14738127/ Quality Control Pioneer W. Edwards Deming Dead at 93] Knight Ridder/Tribune Business News; 1993-12-20. Retrieved June 18, 2007.</ref>
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In 1960, the Prime Minister of Japan ([[Nobusuke Kishi]]), acting on behalf of [[Emperor Hirohito]], awarded Deming Japan’s [[Order of the Sacred Treasures|Order of the Sacred Treasures, Second Class]]. The citation on the medal recognizes Deming's contributions to Japan’s industrial rebirth and its worldwide success.
  
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== Deming philosophy synopsis ==
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=== Later work in the U.S. ===
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The philosophy of W. Edwards Deming has been summarized as follows:
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Later, from his home in [[Washington D.C.|Washington, D.C.]], Deming continued running his own consultancy business in the [[United States]], largely unknown and unrecognized in his country of origin and work. Finally, in 1980, he was featured prominently in an [[NBC]] documentary titled ''[[If Japan can... Why can't we?]]'' about the increasing industrial competition the United States was facing from Japan. As a result of the broadcast, demand for his services increased dramatically, and Deming continued consulting for industry throughout the world until his death at the age of 93.
  
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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."<ref>[http://www.dharma-haven.org/five-havens/deming.htm Dr. Deming's Management Training.] Retrieved June 18, 2007.</ref>
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[[Ford Motor Company]] was one of the first American corporations to seek help from Deming. In 1981, Ford recruited Deming to help jump-start its quality movement. Ford's sales were falling, and between 1979 and 1982 Ford had incurred $3 billion in losses. Deming questioned their company's culture and the way its managers operated. To Ford's surprise, Deming talked not about quality but about management. He told Ford that management actions were responsible for 85 percent of all problems in developing better cars. In a letter to ''Autoweek Magazine'', [[Donald Petersen]], then Ford Chairman said, "We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Deming's teachings."<ref>Jim L. Smith, [http://www.qualitymag.com/articles/88493-management—the-lasting-legacy-of-the-modern-quality-giants Management: The Lasting Legacy of the Modern Quality Giants] ''Quality Magazine'', October 6, 2011. Retrieved July 14, 2016.</ref> By 1986, Ford had become the most profitable American auto company.
  
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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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In 1982, Deming, as author, had his book published by the [[Massachusetts Institute of Technology|MIT]] Center for Advanced Engineering as ''Quality, Productivity, and Competitive Position'', which was renamed to ''Out of the Crisis'' in 1986. He argued that management's failure to plan for the future brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service: "Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."<ref name=Crisis> W. Edwards Deming, ''Out of the Crisis'' (Cambridge, MA: MIT Press, 2000, ISBN 978-0262541152).</ref>
  
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:(a) When people and organizations focus primarily on quality, quality defined by the following ratio:
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Deming and his staff continued to advise businesses large and small. From 1985 through 1989, Deming served as a consultant to Vernay Laboratories, a rubber manufacturing firm in Yellow Springs, Ohio, with fewer than 1,000 employees. He held several week-long seminars for employees and suppliers of the small company where his infamous example "Workers on the Red Beads"<ref> The Red Bead Experiment The W. Edwards Deming Institute.</ref> spurred several major changes in Vernay's manufacturing processes.
  
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<math>\mathit{Quality}\ = \frac{\mathit{Results\ of\ work\ efforts}}{\mathit{Total\ costs}}</math>,
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Deming joined the Graduate School of Business at Columbia University in 1988. In 1990, during his last year, he founded the W. Edwards Deming Center for Quality, Productivity, and Competitiveness at [[Columbia Business School]] to promote operational excellence in business through the development of research, best practices and strategic planning.
  
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:then quality tends to increase and costs fall over time.
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In 1993, he founded the W. Edwards Deming Institute in Washington, D.C., 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 foster understanding of the Deming System of Profound Knowledge to advance commerce, prosperity, and peace.<ref>[https://www.deming.org/aboutus/overview About the Institute]. W. Edwards Deming Institute. Retrieved July 14, 2016.</ref>
  
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:(b) However, when people and organizations focus primarily on <em>cost</em>, (often dominant/typical human behavior) then costs (due to not minimizing waste, ignoring amount of rework occurring, taking staff for granted, not rapidly resolving disputes and failing to notice lack of product improvement plus, over time, loss of customer loyalty) tend to rise and quality declines over time.
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In 1993, Deming published his final book ''The New Economics for Industry, Government, Education'', which included the System of Profound Knowledge and the 14 Points for Management. It also contained educational concepts involving group-based teaching without grades, as well as management without individual merit or performance reviews.
  
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=== The Deming System of Profound Knowledge™ ===
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== Deming's Philosophy ==
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"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&mdash;a lens&mdash;that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.
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Deming's philosophy has been summarized as follows:
  
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"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.
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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."<ref>[http://www.dharma-haven.org/five-havens/deming.htm Dr. Deming's Management Training.] Retrieved July 14, 2016.</ref>
  
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"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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Deming is best known in the [[United States]] for his "Fourteen Points For The Transformation Of Management"<ref>[https://www.deming.org/theman/theories/fourteenpoints The Fourteen Points For The Transformation Of Management] The W. Edwards Deming Institute. Retrieved July 15, 2016.</ref> and his system of thought he called the "System of Profound Knowledge."<ref> [https://www.deming.org/theman/theories/profoundknowledge The System of Profound Knowledge] The W. Edwards Deming Institute. Retrieved July 15, 2016.</ref> The system includes four components or "lenses" through which to view the world simultaneously:
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# Appreciating a system
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# Understanding variation
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# [[Psychology]]
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# [[Epistemology]], the theory of knowledge<ref name=NewEconomics/>
  
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* Set an example;
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Deming's "Profound Knowledge" is a system. This means that the four parts interact with one another. Real transformation will only start when there has been some progress in all parts. This system is the basis for the application of Deming's famous "14 Points for Management," which were first presented in his book ''Out of the Crisis''.<ref name=Crisis/> 
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* Be a good listener, but will not compromise;
 
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* Continually teach other people; and
 
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* Help people to pull away from their current practice and beliefs and move into the new philosophy without a feeling of guilt about the past.
 
  
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Deming advocated that all managers need to have what he called a System of Profound Knowledge, consisting of four parts:
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Deming 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."<ref name=NewEconomics/>
  
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#'''''Appreciation of a system''''': understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services;
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Although Deming did not use the term himself, his work is credited with launching the [[Total Quality Management]] (TQM) movement which promotes organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers.
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#'''''Knowledge of variation''''': the range and causes of variation in quality, and use of statistical sampling in measurements;
 
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#'''''Theory of knowledge''''': the concepts explaining knowledge and the limits of what can be known (see also: [[epistemology]]);
 
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#'''''Knowledge of psychology''''': concepts of human nature.
 
  
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Deming 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."
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== Legacy ==
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+
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.  
−
"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."<ref name=new>Deming, W. Edwards. 1993. ''The New Economics for Industry, Government, Education,'' second edition.</ref>
 
−
 
 
−
The System of Profound Knowledge™ is the basis for application of Deming's famous 14 Points for Management, described below.
 
−
 
 
−
=== Deming's 14 points ===
 
−
Deming offered fourteen key principles for [[management]] for transforming business effectiveness. In summary:
 
−
 
 
−
#Create constancy of purpose for the improvement of product and service, with the aim to become competitive, stay in business, and provide jobs.
 
−
#Adopt a new philosophy of cooperation (win-win) in which everybody wins and put it into practice by teaching it to employees, customers and suppliers.
 
−
#Cease dependence on mass inspection to achieve quality. Instead, improve the process and build quality into the product in the first place.
 
−
#End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost in the long run. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.
 
−
#Improve constantly, and forever, the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs.
 
−
#Institute training for skills.
 
−
#Adopt and institute leadership for the management of people, recognizing their different abilities, capabilities, and aspiration. The aim of leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
 
−
#Drive out fear and build trust so that everyone can work more effectively.
 
−
#Break down barriers between departments. Abolish competition and build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service.
 
−
#Eliminate slogans, exhortations, and targets asking for zero defects or 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.
 
−
#Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership.
 
−
#Remove barriers that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict.
 
−
#Institute a vigorous program of education and self-improvement.
 
−
#Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
 
−
 
 
−
=== Seven Deadly Diseases ===
 
−
The Seven Deadly Diseases:
 
−
 
 
−
#Lack of constancy of purpose.
 
−
#Emphasis on short-term profits.
 
−
#Evaluation by performance, merit rating, or annual review of performance.
 
−
#Mobility of management.
 
−
#Running a company on visible figures alone.
 
−
#Excessive medical costs.
 
−
#Excessive costs of warranty, fueled by lawyers who work for contingency fees.
 
−
 
 
−
A Lesser Category of Obstacles:
 
−
 
 
−
#Neglecting long-range planning.
 
−
#Relying on technology to solve problems.
 
−
#Seeking examples to follow rather than developing solutions.
 
−
#Excuses such as "Our problems are different."
 
  
−
== Quotations and concepts ==
+
The Deming Prize was established in Japan in 1951. It is a global quality award that recognizes both individuals for their contributions to the field of Total Quality Management (TQM) and businesses that have successfully implemented TQM. It is the oldest and most widely recognized quality award in the world.<ref> James R. Evans and William M. Lindsay, ''The Management and Control of Quality'' (West Group, 1993, ISBN 978-0314008640). </ref> Over the years it has grown, under the guidance of the Japanese Union of Scientists and Engineers (JUSE) to where it is now also available to non-Japanese companies, albeit usually operating in Japan, and also to individuals recognized as having made major contributions to the advancement of quality. The awards ceremony is broadcast every year in Japan on national television.
−
In his later years, Deming taught many concepts, which he emphasized by key sayings or quotations that he repeated. A number of these quotes have been recorded.<ref name=four>
 
−
W. Edwards Deming Institute, webpage:
 
−
[http://www.deming.org/theman/articles/articles_fourdays02.html The Man: Articles: "Four Days with W. Edwards Deming."],
 
−
Retrieved June 18, 2007.</ref>
 
−
Some of the concepts might seem to be [[oxymoron]]s or contradictory to each other; however, the student is given each concept to ponder its meaning in the whole system, over time.
 
  
−
*''"There is no substitute for knowledge"'': This statement emphasizes the need to know more, about everything in the system. It is considered as a contrast to the old statement, "There is no substitute for hard work" by [[Thomas Edison|Thomas Alva Edison]] (1847-1931). Instead, a small amount of knowledge could save many hours of hard work, just as knowing a password could save hours trying to remember or getting the password re-authorized or reset.
+
When asked, toward the end of his life, how he would wish to be remembered in the U.S., Deming replied, "I probably won't even be remembered." After a pause, he added, "Well, maybe ... as someone who spent his life trying to keep America from committing suicide."<ref>Brad Stratton, [https://www.deming.org/content/gone-not-forgotten Gone But Never Forgotten] ''Quality Progress'', March 1994. Retrieved July 14, 2016. </ref>
  
−
*''"The most important things cannot be measured"'': The issues that are most important, long term, cannot be measured in advance. However, they might be among the factors that an organization is measuring, just not understood as most important at the time.
+
Despite being honored in Japan in 1951 with the establishment of the Deming Prize, Deming was only just beginning to win widespread recognition in the U.S. in the last years of his life. In 1987 he was awarded the [[National Medal of Technology]]: "For his forceful promotion of statistical methodology, for his contributions to sampling theory, and for his advocacy to corporations and nations of a general management philosophy that has resulted in improved product quality." In 1988, he received the ''Distinguished Career in Science'' award from the [[National Academy of Sciences]].<ref name=bio /> Deming received an honorary Ph.D. from [[Oregon State University]].
  
−
*''"The most important things are unknown or unknowable"'': The factors that have the greatest impact, long term, can be quite surprising. Analogous to an earthquake that disrupts service, other "earth-shattering" events that most affect an organization will be unknown or unknowable, in advance. Other examples of important things would be: a drastic change in technology, or new investment capital.
+
==Major publications==
−
 
+
* Deming, W. Edwards. ''Statistical Adjustment of Data''. Dover Publications, 2011 (original 1843). ISBN 978-0486646855
−
*''"Experience by itself teaches nothing"'':<ref name=four/> This statement emphasizes the need to 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" (Deming disagreed with that). To Deming, knowledge is best taught by a master who explains the overall system through which experience is judged; experience, without understanding the underlying system, is just raw data that can be misinterpreted against a flawed theory of reality. Deming's view of experience is related to Shewhart's concept, "Data has no meaning apart from its context" (see [[Walter A. Shewhart]], "''Later Work''").
+
* Deming, W. Edwards. ''Some Theory of Sampling.'' Mineola, NY: Dover Publications, 2010 (original 1950). ISBN 978-0486646848
−
 
+
* Deming, W. Edwards. ''Out of the Crisis.'' Cambridge, MA: MIT Press, 2000 (original 1986). ISBN 978-0262541152
−
*''"By what method? ...Only the method counts''":<ref name=four/> When information is obtained, or data is measured, the method, or process used to gather information, greatly affects the results. For example, the "Hawthorne effect" showed that people just asking frequently for opinions seemed to affect the resulting outcome, since some people felt better just being asked for their opinion. Deming warned that basing judgments on customer complaints, alone, ignored the general population of other opinions, which should be judged together, such as in a statistical sample of the whole, not just isolated complaints: survey the entire group about their likes and dislikes. The extreme complaints might not represent the attitudes of the whole group. Similarly, measuring or counting data depends on the instrument or method used.
+
* Deming, W. Edwards. ''The New Economics for Industry, Government, Education.'' Cambridge, MA: MIT Press, 2000 (original 1993). ISBN 978-0262541169
−
 
 
−
*''"You can expect what you inspect"'': Deming emphasized the importance of measuring and testing to predict typical results. If a phase consists of inputs + process + outputs, all 3 are inspected to some extent. Problems with inputs are a major source of trouble, but the process using those inputs can also have problems. By inspecting the inputs and the process more, the outputs can be better predicted, and inspected less. Rather than use mass inspection of every output product, the output can be statistically sampled in a cause-effect relationship through the process.
 
−
 
 
−
*''"Special Causes and Common Causes"'': Deming considered anomalies in quality to be variations outside the control limits of a process. Such variations could be attributed to one-time events called "special causes" or to repeated events called "common causes" that hinder quality.
 
−
 
 
−
*''Acceptable Defects'': Rather than waste efforts on zero-defect goals, Deming stressed the importance of establishing a level of variation, or anomalies, acceptable to the recipient (or customer) in the next phase of a process. Oftentimes, some defects are quite acceptable, and efforts to remove all defects would be an excessive waste of time and money.
 
−
 
 
−
*''The Deming Cycle'' (or ''Shewhart Cycle''): As a repetitive process to determine the next action, the Deming Cycle describes a simple method to test information before making a major decision. The 4 steps in the Deming Cycle are: Plan-Do-Check-Act (or Plan-Do-Study-Act). Deming called the cycle the ''Shewhart Cycle'', after [[Walter A. Shewhart]]. The cycle can be used in various ways, such as running an experiment: PLAN (design) the experiment; DO the experiment by performing the steps; CHECK the results by testing information; and ACT on the decisions based on those results.
 
−
 
 
−
*''Semi-Automated, not Fully-Automated'': Deming lamented the problem of automation gone awry ("robots painting robots"): instead, he advocated human-assisted semi-automation which allows people to change the semi-automated or computer-assisted processes, based on new knowledge. Compare to Japanese term 'jidoka' (which can be loosely translated as "automation with a human touch").
 
−
 
 
−
*''"The problem is at the top; management is the problem''": <ref name=new /> Deming emphasized that the top-level management had to change to produce significant differences, in a long-term, continuous manner. As a consultant, Deming would offer advice to top-level managers, if asked repeatedly, in a continuous manner.
 
−
 
 
−
*''"What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. 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. The aim is a value judgment. (We are of course talking here about a man-made system.)"'' <ref name=new />
 
−
 
 
−
*''"A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive. We can not afford the destructive effect of competition."'' <ref name=new />
 
−
 
 
−
*''"To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge - knowledge for leadership of transformation."'' <ref name=new />
 
−
 
 
−
*''"The worker is not the problem. The problem is at the top! Management!"'' <ref>
 
−
[http://forecast.umkc.edu/ftppub/ba541/DEMINGLIBRARY/DLVol24-25.PDF Cultural Transformation Discussion Guide.]
 
−
The Deming Library. Retrieved June 18, 2007.</ref> Management’s job. 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. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre." <ref name=new />
 
−
 
 
−
*''"They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control you have a reproducible product hour after hour, day after day. And see how comforting that is to management, they now know what they can produce, they know what their costs are going to be."'' <ref name=Japan>
 
−
''If Japan Can...Why Can't We'' ([[white paper]]),
 
−
broadcast by [[NBC]] in 1980.
 
−
</ref>
 
−
 
 
−
*''"I think that people here expect miracles. American management thinks that they can just copy from Japan—but they don't know what to copy!"'' <ref name=Japan />
 
−
 
 
−
*''"What is the variation trying to tell us about a process, about the people in the process?"'' <ref name=new /> Dr. Shewhart created the basis for the [[control chart]] and the concept of a state of statistical control by carefully designed experiments. While Dr. Shewhart drew from pure mathematical statistical theories, he understood data from physical processes never produce a "[[normal distribution]] curve" (a [[Gaussian distribution]], also commonly referred to as a "[[bell curve]]"). He discovered that observed variation in manufacturing data did not always behave the same way as data in nature ([[Brownian motion]] of particles). Dr. Shewhart concluded that while every process displays variation, some processes display controlled variation that is natural to the process, while others display uncontrolled variation that is not present in the process causal system at all times.<ref>
 
−
"Why SPC?," British Deming Association SPC Press, Inc.,
 
−
1992
 
−
</ref> Deming renamed these distinctions "common cause" for chance causes and "special cause" for assignable causes. He did this so the focus would be placed on those responsible for doing something about the variation, rather than the source of the variation. It is top management’s responsibility to address "common cause" variation, and therefore it is management’s responsibility to make improvements to the whole system. Because ";;special cause" variation is assignable, workers, supervisors or middle managers that have direct knowledge of the assignable cause best address this type of specific intervention.<ref name=brief />
 
−
 
−
*(Deming on [[Quality Circles]]) ''"That's all window dressing. That's not fundamental. That's not getting at change and the transformation that must take place. Sure we have to solve problems. Certainly stamp out the fire. Stamp out the fire and get nowhere. Stamp out the fires puts us back to where we were in the first place. Taking action on the basis of results without theory of knowledge, without theory of variation, without knowledge about a system. Anything goes wrong, do something about it, overreacting; acting without knowledge, the effect is to make things worse. With the best of intentions and best efforts, managing by results is, in effect, exactly the same, as Dr. [[Myron Tribus]] put it, while driving your automobile, keeping your eye on the rear view mirror, what would happen? And that's what management by results is, keeping your eye on results."'' <ref name=America />
 
−
 
 
−
*''"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."'' <ref name=new /> This statement emphasizes the need for theory of knowledge (see: [[epistemology]], [[Shewhart cycle]], [[C. I. Lewis]]).
 
−
 
 
−
*''"Experience by itself teaches nothing." "Without theory, experience has no meaning. Without theory, one has no questions to ask. Hence without theory there is no learning."''<ref name=new /> These statements emphasize the need to interpret information using a theory or framework of concepts for learning to take place, theory of knowledge. Deming's view of experience is related to Shewhart's concept, "Data has no meaning apart from its context" (see [[Walter A. Shewhart]], "''Later work''").
 
−
 
 
−
*''"The most important figures that one needs for management are unknown or unknowable (Lloyd S. Nelson, director of statistical methods for the Nashua corporation), but successful management must nevertheless take account of them."'' <ref>
 
−
Deming, W. Edwards ''Out of the Crisis''
 
−
</ref> Deming realized that many important things, that must be managed, couldn’t be measured. Both points are important. One, not everything of importance to management can be measured. And two, you must still manage those important things. Spend $20,000 training 10 people in a special skill. What's the benefit? "You'll never know," answered Deming. "You'll never be able to measure it. Why did you do it? Because you believed it would pay off. Theory." Deming is often incorrectly quoted as saying: "you can't manage what you can't measure." In fact, he stated one of the seven deadly diseases of management is running a company on visible figures alone.
 
−
 
 
−
*''"By what method?"'' <ref name=four /> When information is obtained, or data is measured, the method, or process used to gather information, affects the results. Deming warned that basing judgments on customer complaints, alone, ignored the general population of other opinions, which should be judged together, such as in a statistical sample of the whole ([[Sampling (statistics)]]). Changing the method changes the results. 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. 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.
 
−
 
 
−
== Legacy ==
 
−
 
 
−
W. Edwards Deming developed the System of Profound Knowledge as a comprehensive theory for management. For more than 40 years, Deming served as a revered consultant in statistical studies with a worldwide practice. His clients included railways, telephone companies, carriers of motor freight, manufacturing companies, hospitals, legal firms, government agencies and research organizations.
 
−
 
 
−
Although Deming passed away in December 1993 at the age of 93, his core principles are enduring - from quality-centric management to business process reengineering to revenue optimization. Deming believed passionately that leaders should aim for constant improvement in the product or service they offer, and that they should have a long term, not short term orientation. <ref>Deming Center. 2000. [http://www.demingcenter.com/html_files/deming_cup/deming_cup_deming_legacy.htm The Deming Legacy]. Retrieved June 18, 2007.</ref>
 
  
 
== Notes ==
 
== Notes ==
Line 210: Line 106:
  
 
== References ==
 
== References ==
−
<div class="references">
+
* Aguayo, Rafael. ''Dr. Deming: The American Who Taught the Japanese About Quality.'' Wichita, KS: Fireside edition, 1991. ISBN 0671746219
−
* Aguayo, Rafael. 1991. ''Dr. Deming: The American Who Taught the Japanese About Quality.'' Wichita, KS: Fireside edition. ISBN 0671746219.
+
* Baker, Edward M. ''Scoring a Whole in One: People in Enterprise Playing in Concert.'' Mississauga, Ontario: Crisp Learning, 1999. ISBN 1560525495
−
* Baker, Edward M. 1999. ''Scoring a Whole in One: People in Enterprise Playing in Concert.'' Mississauga, Ontario: Crisp Learning. ISBN 1560525495.
+
* Delavigne, Kenneth T., and J. Daniel Robertson. ''Deming's Profound Changes: When Will the Sleeping Giant Awaken?'' Upper Saddle River, NJ: PTR Prentice Hall, 1994. ISBN 0132926903
−
* Delavigne, Kenneth T., and J. Daniel Robertson. 1994. ''Deming's Profound Changes: When Will the Sleeping Giant Awaken?'' Upper Saddle River, NJ: PTR Prentice Hall. ISBN 0132926903.
+
* Deming, Judson Keith. ''Genealogy of the descendants of John Deming of Wethersfield Connecticut''. Book on Demand Ltd., 2013. ISBN 978-5518875180
−
* Deming, W. Edwards. 1986. ''Out of the Crisis.'' Cambridge, MA: MIT Press. ISBN 0911379010.
+
* Evans, James R., and William M. Lindsay. ''The Management and Control of Quality''. West Group, 1993. ISBN 978-0314008640
−
* Deming, W. Edwards. 2000. ''The New Economics for Industry, Government, Education.'' 2nd ed. Cambridge, MA: MIT Press. ISBN 0262541165.
+
* Gabor, Andrea. ''The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America.'' New York, NY: Penguin, 1992. ISBN 0140165282
−
* Deming, W. Edwards. 1966. ''Some Theory of Sampling.'' Mineola, NY: Dover Publications. ISBN 048664684X.
+
* Gitlow, Howard S., and Shelly J. Gitlow. ''The Deming Guide to Quality and Competitive Position.'' Upper Saddle River, NJ: Prentice Hall, 1987. ISBN 0131984411
−
* Gabor, Andrea. 1992. ''The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America.'' New York, NY: Penguin. ISBN 0140165282.
+
* Gluckman, Perry, and Diana Reynolds Roome. ''Everyday Heroes: From Taylor to Deming: The Journey to Higher Productivity.'' Knoxville, TN: SPC Press Inc., 1990. ISBN 0945320078
−
* Gitlow, Howard S., and Shelly J. Gitlow. 1987. ''The Deming Guide to Quality and Competitive Position.'' Upper Saddle River, NJ: Prentice Hall. ISBN 0131984411.
+
* Haller, Harold S. ''Managing with Profound Knowledge: A Management Process Based on the Deming Management Theory.'' Cleveland, OH: Harold S. Haller & Company, 1993. {{ASIN|B0006R22PS}}
−
* Gluckman, Perry, and Diana Reynolds Roome. 1990. ''Everyday Heroes: From Taylor to Deming: The Journey to Higher Productivity.'' Knoxville, TN: SPC Press Inc. ISBN 0945320078.
+
* Joiner, Brian L. ''Fourth Generation Management: The New Business Consciousness. Columbus, OH: McGraw-Hill, 1994. ISBN 0070327157
−
* Haller, Harold S. 1993. ''Managing with profound knowledge: A management process based on the Deming management theory.'' Cleveland, OH: Harold S. Haller & Company. OCLC 40764811.
+
* Kilian, Cecelia S. ''The World of W. Edwards Deming.'' 2nd ed. Knoxville, TN: SPC Press, Inc., 1992. ISBN 0945320299
−
* Joiner, Brian L. 1994. ''Fourth Generation Management: The New Business Consciousness. Columbus, OH: McGraw-Hill. ISBN 0070327157.
+
* Kohn, Alfie. ''No Contest: The Case Against Competition.'' Wilmington, MA: Mariner Books, 1992. ISBN 0395631254
−
* Kilian, Cecelia S. 1992. ''The World of W. Edwards Deming.'' 2nd ed. Knoxville, TN: SPC Press, Inc. ISBN 0945320299.
+
* Kohn, Alfie. ''Punished By Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes.'' Wilmington, MA: Mariner Books, 1999. ISBN 0618001816
−
* Kohn, Alfie. 1992. ''No Contest: The Case Against Competition.'' Wilmington, MA: Mariner Books. ISBN 0395631254.
+
* Latzko, William J., and David M. Saunders. ''Four Days with Dr. Deming: A Strategy for Modern Methods of Management.'' Upper Saddle River, NJ: Prentice Hall PTR, 1995. ISBN 0201633663
−
* Kohn, Alfie. 1999. ''Punished By Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes.'' Wilmington, MA: Mariner Books. ISBN 0618001816.
+
* Langley, Gerald J., and Kevin M. Nolan, and Clifford L. Norman, and Lloyd P. Provost, and Thomas W. Nolan. ''The Improvement Guide: A Practical Approach to Enhancing Organizational Performance.'' San Francisco, CA: Jossey-Bass, 1996. ISBN 0787902578
−
* Latzko, William J., and David M. Saunders. 1995. ''Four Days with Dr. Deming: A Strategy for Modern Methods of Management.'' Upper Saddle River, NJ: Prentice Hall PTR. ISBN 0201633663.
+
* Mann, Nancy. ''Keys to Excellence: The Story of the Deming Philosophy.'' 3rd ed. Clayton, DE: Prestwick Books, 1989. ISBN 1852510978
−
* Langley, Gerald J., and Kevin M. Nolan, and Clifford L. Norman, and Lloyd P. Provost, and Thomas W. Nolan. 1996. ''The Improvement Guide: A Practical Approach to Enhancing Organizational Performance.'' San Francisco, CA: Jossey-Bass. ISBN 0787902578.
+
* Neave, Henry R. ''The Deming Dimension.'' Knoxville, TN: SPC Press, Inc., 1990. ISBN 0945320086
−
* Mann, Nancy. 1989. ''Keys to Excellence: The Story of the Deming Philosophy.'' 3rd ed. Clayton, DE: Prestwick Books. ISBN 1852510978.
+
* Orsini, Joyce (ed.). ''The Essential Deming: Leadership Principles from the Father of Quality''. McGraw-Hill Education, 2012. ISBN 978-0071790222
−
* Neave, Henry R. 1990. ''The Deming Dimension.'' Knoxville, TN: SPC Press, Inc. ISBN 0945320086.
+
* Salsburg, David. ''The Lady Tasting Tea: How Statistics Revolutionized Science in the Twentieth Century''. Holt Paperbacks, 2002. ISBN 978-0805071344
−
* Scherkenbach, William W. 1991. ''Demings Road to Continual Improvement.'' Knoxville, TN: SPC Press, Inc. ISBN 0945320108.
+
* Scherkenbach, William W. ''Demings Road to Continual Improvement.'' Knoxville, TN: SPC Press, Inc., 1991. ISBN 0945320108
−
* Scholtes, Peter R. 1997. ''The Leader's Handbook: Making Things Happen, Getting Things Done.'' Columbus, OH: McGraw-Hill. ISBN 0070580286.
+
* Scholtes, Peter R. ''The Leader's Handbook: Making Things Happen, Getting Things Done.'' Columbus, OH: McGraw-Hill, 1997. ISBN 0070580286
−
* Shewhart, Walter A. 1939. ''Statistical Method from the Viewpoint of Quality Control.'' Mineola, NY: Dover Publications. ISBN 0486652327.
+
* Shewhart, Walter A. ''Statistical Method from the Viewpoint of Quality Control.'' Mineola, NY: Dover Publications, 1939. ISBN 0486652327
−
* Shewhart, Walter A. 1930. ''Economic Control of Quality of Manufactured Product/50th Anniversary Commemorative Issue.'' Milwaukee, WI: American Society for Quality. ISBN 0873890760.
+
* Shewhart, Walter A. ''Economic Control of Quality of Manufactured Product/50th Anniversary Commemorative Issue.'' Milwaukee, WI: American Society for Quality, 1930. ISBN 0873890760
−
* Tribus, Myron. 1992. ''Quality First: Selected Papers on Quality and Productivity Improvement.'' 4th ed. Alexandria, VA: National Society of Professional Engineers. ISBN 9993853232.
+
* Tribus, Myron. ''Quality First: Selected Papers on Quality and Productivity Improvement.'' 4th ed. Alexandria, VA: National Society of Professional Engineers, 1992. ISBN 9993853232
−
* Walton, Mary. 1986. ''The Deming Management Method.'' New York, NY: The Putnam Publishing Group. ISBN 0399550003.
+
* Walton, Mary. ''The Deming Management Method.'' New York, NY: The Putnam Publishing Group, 1986. ISBN 0399550003
−
* Wheeler, Donald J. 1999. ''Understanding Variation: The Key to Managing Chaos.'' 2nd ed. Knoxville, TN: SPC Press Inc. ISBN 0945320531.
+
* Wheeler, Donald J. ''Understanding Variation: The Key to Managing Chaos.'' 2nd ed. Knoxville, TN: SPC Press Inc., 1999. ISBN 0945320531
−
</div>
 
  
 
== External links ==
 
== External links ==
 +
All links retrieved May 3, 2023.
  
−
*[http://www.deming.org/index.html deming.org] W. Edwards Deming Institute. Retrieved June 19, 2007.
+
*[http://terrenceberres.com/ginren06.html "Quality As Defined By Deming"] Lecture by Newt Gingrich.  
−
*[http://terrenceberres.com/ginren06.html "Quality As Defined By Deming": Lecture by Newt Gingrich]. Retrieved June 19, 2007.
+
*[http://asq.org/about-asq/who-we-are/bio_deming.html W. Edwards Deming] ASQ.
−
*[http://www.highbeam.com/doc/1G1:14738127/Quality+Control+Pioneer+W~R~+Edwards+Deming+Dead+at+.html?refid=ency_botnm Obituary from Philadelphia Inquirer, Dec. 1993]. Retrieved June 19, 2007.
+
*[http://www8.gsb.columbia.edu/deming/about/history The W. Edwards Deming Center for Quality, Productivity, and Competitiveness]
−
 
 
  
 +
[[Category:Business people]]
 
{{credits|W._Edwards_Deming|137908000}}
 
{{credits|W._Edwards_Deming|137908000}}

Latest revision as of 22:00, 3 May 2023

W. 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.

Deming is best known for his work in Japan after World War II, particularly his work with the leaders of Japanese industry. Many in Japan credit Deming as the inspiration for what has become known as the Japanese post-war economic miracle of 1950 to 1960, when Japan rose from the ashes of war to start on the road to becoming the second largest economy in the world through processes founded on the ideas Deming taught. In the United States, Deming's work was foundational in the development of Total Quality Management, first used to improve the Navy's operational effectiveness and later revolutionizing management in the private sector and reinvigorating industries during the 1980s.

Life

William Edwards Deming was born in Sioux City, Iowa on October 14, 1900. His father's name was also "William" so he was called "Edwards" (the maiden name of his mother, Pluma Irene Edwards).[1] He was raised in Polk City, Iowa on his grandfather's chicken farm, then later in Powell, Wyoming. He was a direct descendant of John Deming,[2] (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. 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.

In 1917, Deming enrolled in the University of Wyoming at Laramie, graduating in 1921 with a Bachelors in electrical engineering. In 1925, he received a Masters from the University of Colorado, and in 1928, a Ph.D. from Yale University. Both graduate degrees were in mathematics and mathematical physics.

Deming married Agnes Bell in 1922. She died in 1930, a little more than a year after they had adopted a daughter, Dorothy. Deming made use of various private homes to help raise the infant, and then in 1932 following his marriage to Lola Elizabeth Shupe, with whom he coauthored several papers, he brought Dorothy back home to stay. He and Lola had two more children, Diana and Linda.[3]

While studying at Yale Deming had an internship at Western Electric's Hawthorne Works in Cicero, Illinois. He later worked at the U.S. Department of Agriculture and the Census Department.

While working under General Douglas MacArthur as a census consultant to the Japanese government, he was asked to teach a short seminar on statistical process control methods to members of the Radio Corps, at the invitation of Sarasohn. During this visit he was contacted by JUSE, the Japanese Union of Scientists and Engineers, to talk directly to Japanese business leaders, not about Statistical Process Control, but about his theories of management. He returned to Japan for many years to consult.

Later, Deming became a professor at New York University while engaged as an independent consultant in Washington, D.C.

Deming loved music. He played the flute and drums and composed music throughout his life, including sacred choral compositions.[4]

The Demings lived in Washington, D. C. in the house that they bought in 1936. Lola Deming died on June 25, 1986. Deming died in his sleep at the age of 93 in his Washington home from cancer on December 20, 1993.[5]

Work

Deming worked as a mathematical physicist at the United States Department of Agriculture (1927–1939), and was a statistical adviser for the United States Census Bureau (1939–1945) during which time he developed the sampling techniques that were used for the first time during the 1940 U.S. Census. He taught statistical process control (SPC) techniques to workers engaged in wartime production. He was a professor of statistics at New York University's graduate school of business administration (1946-1993), and he taught at Columbia University's graduate School of business (1988-1993). He was also a consultant for private business.

Early Career

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). Shewhart was the originator of the concepts of statistical control of processes and the related technical tool of the control chart, and as Deming began to move toward the application of statistical methods to industrial production and management he found great inspiration in Shewhart's work. 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. Shewhart's idea of common and special causes of variation led directly to Deming's theory of management.

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. Deming remarked in a videotaped interview that one reason he learned so much from Shewhart 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.[6]

In his book 1993 book, The New Economics for Industry, Government, and Education,[7] Deming championed the work of Walter Shewhart, including statistical process control, operational definitions, and what Deming called the "Shewhart Cycle" which evolved into PDSA (Plan-Do-Study-Act).[8]

Work in Japan

After World War II, in 1947, Deming was was asked by the Department of the Army to assist in early planning for the 1951 Japanese Census. While he was there, his expertise in quality control techniques, combined with his involvement in Japanese society, led to his receiving an invitation by the Japanese Union of Scientists and Engineers (JUSE).[1]

JUSE members had studied Shewhart's techniques, and as part of Japan's reconstruction efforts they sought an expert to teach statistical control. During June-August 1950, Deming trained hundreds of engineers, managers, and scholars in statistical process control (SPC) and concepts of quality. Deming's message to Japan's chief executives: improving quality will reduce expenses while increasing productivity and market share.[9] Perhaps the best known of these management lectures was delivered at the Mt. Hakone Conference Center in August of 1950, on what he called "Statistical Product Quality Administration."[9]

The ideas Deming taught can be summarized as:

  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

A number of Japanese manufacturers applied his techniques and experienced theretofore unheard of levels of quality and productivity. The improved quality combined with the lowered cost created new international demand for Japanese products. Many in Japan credit Deming as the inspiration for what has become known as the Japanese post-war economic miracle of 1950 to 1960, when Japan rose from the ashes of war to start on the road to becoming the second largest economy in the world.

Deming donated his royalties from the transcripts of his 1950 lectures to JUSE, so JUSE's board of directors established the Deming Prize (December 1950) to repay him for his friendship and kindness.[10] The Deming Prize, especially the Deming Application Prize that is given to companies, has exerted an immeasurable influence directly or indirectly on the development of quality control and quality management in Japan.[11]

In 1960, the Prime Minister of Japan (Nobusuke Kishi), acting on behalf of Emperor Hirohito, awarded Deming Japan’s Order of the Sacred Treasures, Second Class. The citation on the medal recognizes Deming's contributions to Japan’s industrial rebirth and its worldwide success.

Later work in the U.S.

Later, from his home in Washington, D.C., Deming continued running his own consultancy business in the United States, largely unknown and unrecognized in his country of origin and work. Finally, in 1980, he was featured prominently in an NBC documentary titled If Japan can... Why can't we? about the increasing industrial competition the United States was facing from Japan. As a result of the broadcast, demand for his services increased dramatically, and Deming continued consulting for industry throughout the world until his death at the age of 93.

Ford Motor Company was one of the first American corporations to seek help from Deming. In 1981, Ford recruited Deming to help jump-start its quality movement. Ford's sales were falling, and between 1979 and 1982 Ford had incurred $3 billion in losses. Deming questioned their company's culture and the way its managers operated. To Ford's surprise, Deming talked not about quality but about management. He told Ford that management actions were responsible for 85 percent of all problems in developing better cars. In a letter to Autoweek Magazine, Donald Petersen, then Ford Chairman said, "We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Deming's teachings."[12] By 1986, Ford had become the most profitable American auto company.

In 1982, Deming, as author, had his book published by the MIT Center for Advanced Engineering as Quality, Productivity, and Competitive Position, which was renamed to Out of the Crisis in 1986. He argued that management's failure to plan for the future brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service: "Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."[13]

Deming and his staff continued to advise businesses large and small. From 1985 through 1989, Deming served as a consultant to Vernay Laboratories, a rubber manufacturing firm in Yellow Springs, Ohio, with fewer than 1,000 employees. He held several week-long seminars for employees and suppliers of the small company where his infamous example "Workers on the Red Beads"[14] spurred several major changes in Vernay's manufacturing processes.

Deming joined the Graduate School of Business at Columbia University in 1988. In 1990, during his last year, he founded the W. Edwards Deming Center for Quality, Productivity, and Competitiveness at Columbia Business School to promote operational excellence in business through the development of research, best practices and strategic planning.

In 1993, he founded the W. Edwards Deming Institute in Washington, D.C., 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 foster understanding of the Deming System of Profound Knowledge to advance commerce, prosperity, and peace.[15]

In 1993, Deming published his final book The New Economics for Industry, Government, Education, which included the System of Profound Knowledge and the 14 Points for Management. It also contained educational concepts involving group-based teaching without grades, as well as management without individual merit or performance reviews.

Deming's Philosophy

Deming's philosophy 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."[16]

Deming is best known in the United States for his "Fourteen Points For The Transformation Of Management"[17] and his system of thought he called the "System of Profound Knowledge."[18] 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[7]

Deming's "Profound Knowledge" is a system. This means that the four parts interact with one another. Real transformation will only start when there has been some progress in all parts. This system is the basis for the application of Deming's famous "14 Points for Management," which were first presented in his book Out of the Crisis.[13]

Deming 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."[7]

Although Deming did not use the term himself, his work is credited with launching the Total Quality Management (TQM) movement which promotes organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers.

Legacy

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.

The Deming Prize was established in Japan in 1951. It is a global quality award that recognizes both individuals for their contributions to the field of Total Quality Management (TQM) and businesses that have successfully implemented TQM. It is the oldest and most widely recognized quality award in the world.[19] Over the years it has grown, under the guidance of the Japanese Union of Scientists and Engineers (JUSE) to where it is now also available to non-Japanese companies, albeit usually operating in Japan, and also to individuals recognized as having made major contributions to the advancement of quality. The awards ceremony is broadcast every year in Japan on national television.

When asked, toward the end of his life, how he would wish to be remembered in the U.S., Deming replied, "I probably won't even be remembered." After a pause, he added, "Well, maybe ... as someone who spent his life trying to keep America from committing suicide."[20]

Despite being honored in Japan in 1951 with the establishment of the Deming Prize, Deming was only just beginning to win widespread recognition in the U.S. in the last years of his life. In 1987 he was awarded the National Medal of Technology: "For his forceful promotion of statistical methodology, for his contributions to sampling theory, and for his advocacy to corporations and nations of a general management philosophy that has resulted in improved product quality." In 1988, he received the Distinguished Career in Science award from the National Academy of Sciences.[1] Deming received an honorary Ph.D. from Oregon State University.

Major publications

  • Deming, W. Edwards. Statistical Adjustment of Data. Dover Publications, 2011 (original 1843). ISBN 978-0486646855
  • Deming, W. Edwards. Some Theory of Sampling. Mineola, NY: Dover Publications, 2010 (original 1950). ISBN 978-0486646848
  • Deming, W. Edwards. Out of the Crisis. Cambridge, MA: MIT Press, 2000 (original 1986). ISBN 978-0262541152
  • Deming, W. Edwards. The New Economics for Industry, Government, Education. Cambridge, MA: MIT Press, 2000 (original 1993). ISBN 978-0262541169

Notes

  1. ↑ 1.0 1.1 1.2 Deming The Man: Biography W. Edwards Deming Institute. Retrieved July 14, 2016.
  2. ↑ Judson Keith Deming, Genealogy of the descendants of John Deming of Wethersfield Connecticut (Book on Demand Ltd., 2013, ISBN 978-5518875180).
  3. ↑ Deming The Man: Timeline. W. Edwards Deming Institute. Retrieved July 14, 2016.
  4. ↑ David Salsburg, The Lady Tasting Tea: How Statistics Revolutionized Science in the Twentieth Century (Holt Paperbacks, 2002, ISBN 978-0805071344).
  5. ↑ John Holusha, W. Edwards Deming, Expert on Business Management, Dies at 93 The New York Times, December 21, 1993. Retrieved July 14, 2016.
  6. ↑ Michael J. Tortorella, The Three Careers of W. Edwards Deming W. Edwards Deming Institute. Retrieved July 14, 2016.
  7. ↑ 7.0 7.1 7.2 W. Edwards Deming, The New Economics for Industry, Government, and Education (Boston, MA:MIT Press, 1993, ISBN 0262541165).
  8. ↑ The PDSA Cycle The W. Edwards Deming Institute. Retrieved July 14, 2016.
  9. ↑ 9.0 9.1 John Hunter, Speech by Dr. Deming to Japanese Business Leaders in 1950. Retrieved July 14, 2016.
  10. ↑ How was the Deming Prize Established Union of Japanese Scientists and Engineers. Retrieved July 14, 2016.
  11. ↑ The Deming Prize and Development of Quality Control/Management in Japan Union of Japanese Scientists and Engineers. Retrieved July 14, 2016.
  12. ↑ Jim L. Smith, Management: The Lasting Legacy of the Modern Quality Giants Quality Magazine, October 6, 2011. Retrieved July 14, 2016.
  13. ↑ 13.0 13.1 W. Edwards Deming, Out of the Crisis (Cambridge, MA: MIT Press, 2000, ISBN 978-0262541152).
  14. ↑ The Red Bead Experiment The W. Edwards Deming Institute.
  15. ↑ About the Institute. W. Edwards Deming Institute. Retrieved July 14, 2016.
  16. ↑ Dr. Deming's Management Training. Retrieved July 14, 2016.
  17. ↑ The Fourteen Points For The Transformation Of Management The W. Edwards Deming Institute. Retrieved July 15, 2016.
  18. ↑ The System of Profound Knowledge The W. Edwards Deming Institute. Retrieved July 15, 2016.
  19. ↑ James R. Evans and William M. Lindsay, The Management and Control of Quality (West Group, 1993, ISBN 978-0314008640).
  20. ↑ Brad Stratton, Gone But Never Forgotten Quality Progress, March 1994. Retrieved July 14, 2016.

References
ISBN links support NWE through referral fees

  • Aguayo, Rafael. Dr. Deming: The American Who Taught the Japanese About Quality. Wichita, KS: Fireside edition, 1991. ISBN 0671746219
  • Baker, Edward M. Scoring a Whole in One: People in Enterprise Playing in Concert. Mississauga, Ontario: Crisp Learning, 1999. ISBN 1560525495
  • Delavigne, Kenneth T., and J. Daniel Robertson. Deming's Profound Changes: When Will the Sleeping Giant Awaken? Upper Saddle River, NJ: PTR Prentice Hall, 1994. ISBN 0132926903
  • Deming, Judson Keith. Genealogy of the descendants of John Deming of Wethersfield Connecticut. Book on Demand Ltd., 2013. ISBN 978-5518875180
  • Evans, James R., and William M. Lindsay. The Management and Control of Quality. West Group, 1993. ISBN 978-0314008640
  • Gabor, Andrea. The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America. New York, NY: Penguin, 1992. ISBN 0140165282
  • Gitlow, Howard S., and Shelly J. Gitlow. The Deming Guide to Quality and Competitive Position. Upper Saddle River, NJ: Prentice Hall, 1987. ISBN 0131984411
  • Gluckman, Perry, and Diana Reynolds Roome. Everyday Heroes: From Taylor to Deming: The Journey to Higher Productivity. Knoxville, TN: SPC Press Inc., 1990. ISBN 0945320078
  • Haller, Harold S. Managing with Profound Knowledge: A Management Process Based on the Deming Management Theory. Cleveland, OH: Harold S. Haller & Company, 1993. ASIN B0006R22PS
  • Joiner, Brian L. Fourth Generation Management: The New Business Consciousness. Columbus, OH: McGraw-Hill, 1994. ISBN 0070327157
  • Kilian, Cecelia S. The World of W. Edwards Deming. 2nd ed. Knoxville, TN: SPC Press, Inc., 1992. ISBN 0945320299
  • Kohn, Alfie. No Contest: The Case Against Competition. Wilmington, MA: Mariner Books, 1992. ISBN 0395631254
  • Kohn, Alfie. Punished By Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes. Wilmington, MA: Mariner Books, 1999. ISBN 0618001816
  • Latzko, William J., and David M. Saunders. Four Days with Dr. Deming: A Strategy for Modern Methods of Management. Upper Saddle River, NJ: Prentice Hall PTR, 1995. ISBN 0201633663
  • Langley, Gerald J., and Kevin M. Nolan, and Clifford L. Norman, and Lloyd P. Provost, and Thomas W. Nolan. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance. San Francisco, CA: Jossey-Bass, 1996. ISBN 0787902578
  • Mann, Nancy. Keys to Excellence: The Story of the Deming Philosophy. 3rd ed. Clayton, DE: Prestwick Books, 1989. ISBN 1852510978
  • Neave, Henry R. The Deming Dimension. Knoxville, TN: SPC Press, Inc., 1990. ISBN 0945320086
  • Orsini, Joyce (ed.). The Essential Deming: Leadership Principles from the Father of Quality. McGraw-Hill Education, 2012. ISBN 978-0071790222
  • Salsburg, David. The Lady Tasting Tea: How Statistics Revolutionized Science in the Twentieth Century. Holt Paperbacks, 2002. ISBN 978-0805071344
  • Scherkenbach, William W. Demings Road to Continual Improvement. Knoxville, TN: SPC Press, Inc., 1991. ISBN 0945320108
  • Scholtes, Peter R. The Leader's Handbook: Making Things Happen, Getting Things Done. Columbus, OH: McGraw-Hill, 1997. ISBN 0070580286
  • Shewhart, Walter A. Statistical Method from the Viewpoint of Quality Control. Mineola, NY: Dover Publications, 1939. ISBN 0486652327
  • Shewhart, Walter A. Economic Control of Quality of Manufactured Product/50th Anniversary Commemorative Issue. Milwaukee, WI: American Society for Quality, 1930. ISBN 0873890760
  • Tribus, Myron. Quality First: Selected Papers on Quality and Productivity Improvement. 4th ed. Alexandria, VA: National Society of Professional Engineers, 1992. ISBN 9993853232
  • Walton, Mary. The Deming Management Method. New York, NY: The Putnam Publishing Group, 1986. ISBN 0399550003
  • Wheeler, Donald J. Understanding Variation: The Key to Managing Chaos. 2nd ed. Knoxville, TN: SPC Press Inc., 1999. ISBN 0945320531

External links

All links retrieved May 3, 2023.

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