Deming, W. Edwards

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[[File:W. Edwards Deming.jpg|thumb|200px|W. Edwards Deming]]
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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 [[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. Despite being considered something of a hero in Japan, he was only beginning to win widespread recognition in the U.S. at the time of his death. <ref name=America>''The Deming of America'' Petty Consulting/Productions 1991, Documentary broadcast on the [[PBS]] network</ref>
 
  
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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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'''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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In his book ''The New Economics for Industry, Government, and Education'',<ref>{{cite book|last=Deming|first=W. Edwards|title=The New Economics for Industry, Government, and Education|date=1993|publisher=MIT Press|location=Boston, Ma|isbn=0262541165|page=132}}</ref> Deming championed the work of [[Walter Shewhart]], including [[statistical process control]], operational definitions, and what Deming called the "Shewhart Cycle"<ref>{{cite book|last=Deming|first=W. Edwards|title=Out of the crisis|date=2000|publisher=MIT Press|location=Cambridge, Mass.|isbn=0262541157|page=88|edition=1. MIT Press}}</ref> which had evolved into PDSA (Plan-Do-Study-Act). This was in response to the growing popularity of PDSA, which Deming viewed as tampering with the meaning of Shewhart's original work.<ref name="MoenNorman2010">{{cite journal |last1=Moen |first1=Ronald D. |last2=Norman |first2=Clifford L. |title=Circling back: Clearing up myths about the Deming cycle and seeing how it keeps evolving |journal=Quality Progress |year=2010 |volume=43 |issue=11 |pages=21–28}}</ref> Deming is best known for his work in Japan after WWII, particularly his work with the leaders of Japanese industry. That work began in August 1950 at the Hakone Convention Center in Tokyo when Deming delivered a speech on what he called "Statistical Product Quality Administration". 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 Japan on the road to becoming the second largest economy in the world through processes founded on the ideas Deming taught:<ref name="lecture">[http://hclectures.blogspot.com/1970/08/demings-1950-lecture-to-japanese.html Deming's 1950 Lecture to Japanese Management]. Translation by Teruhide Haga. Accessed: 2015-02-24.</ref>
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# Better design of products to improve service
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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.
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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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Deming is best known in the [[United States]] for his 14 Points (''Out of the Crisis'', by W. Edwards Deming, preface) and his system of thought he called the "System of Profound Knowledge". The system includes four components or "lenses" through which to view the world simultaneously:
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== Life ==
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# Appreciating a system
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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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# Understanding variation
 
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# [[Psychology]]
 
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# [[Epistemology]], the theory of knowledge<ref>{{cite book|last=Deming|first=W. Edwards|title=The New Economics for Industry, Government, and Education|date=1993|publisher=MIT Press|location=Boston|isbn=0262541165|chapter=4}}</ref>
 
  
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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. Despite being honored in Japan in 1951 with the establishment of the Deming Prize, he was only just beginning to win widespread recognition in the U.S. at the time of his death in 1993.<ref name="America">{{cite video  |date=1991 |title=Deming of America  |url=http://priscillapetty.com/page7/page7.html |medium=Documentary |publisher=The Petty Consulting/Productions  |location=Cincinnati, OH}}</ref> [[Ronald Reagan|President Ronald Reagan]] awarded him the [[National Medal of Technology]] in 1987. The following year, the [[National Academy of Sciences]] gave Deming the Distinguished Career in Science award.
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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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== Overview ==
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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 received a BS in [[electrical engineering]] from the [[University of Wyoming]] at [[Laramie, Wyoming|Laramie]] (1921), an MS from the [[University of Colorado at Boulder|University of Colorado]] (1925), and a PhD from [[Yale University]] (1928). Both graduate degrees were in mathematics and physics. He had an internship at [[Western Electric]]'s [[Hawthorne Works]] in [[Cicero, Illinois]] while studying at Yale. He later worked at the U.S. Department of Agriculture and the Census Department. While working under Gen. 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, returning to Japan for many years to consult. Later, he became a professor at [[New York University]] while engaged as an independent consultant in Washington, D.C.
 
  
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Deming was the author of ''Quality Productivity and Competitive Position'', ''Out of the Crisis'' (1982–1986) and ''The New Economics for Industry, Government, Education'' (1993), and books on statistics and sampling. Deming played the flute and drums and composed music throughout his life, including sacred choral compositions and an arrangement of ''The Star Spangled Banner''.<ref>[http://deming.org/?content=64 The Man: His Music]. W. Edwards Deming Institute. Accessed: 2006-06-16.</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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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>[http://deming.org/?content=41 Institute History]. W. Edwards Deming Institute. Accessed: 2008-10-15.</ref>
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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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Deming's teachings and philosophy are clearly illustrated by examining the results they produced after they were adopted by Japanese industry, as the following example shows. [[Ford Motor Company]] was simultaneously manufacturing a car model with transmissions made in Japan and the United States. Soon after the car model was on the market, Ford customers were requesting the model with Japanese transmission over the US-made transmission, and they were willing to wait for the Japanese model. As both transmissions were made to the same specifications, Ford engineers could not understand the customer preference for the model with Japanese transmission. Finally, Ford engineers decided to take apart the two different transmissions. The American-made car parts were all within specified tolerance levels. On the other hand, the Japanese car parts were virtually identical to each other, and much closer to the nominal values for the parts—e.g., if a part was supposed to be one foot long, plus or minus 1/8 of an inch—then the Japanese parts were all within 1/16 of an inch, less variation. This made the Japanese cars run more smoothly and customers experienced fewer problems.<ref>{{cite book |title=Dr. Deming: The American Who Taught the Japanese About Quality |last=Aguayo |first=Rafael |year=1991 |publisher=Fireside |pages=40–41}}</ref>
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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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== Life ==
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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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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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Deming married Agnes Bell in 1922 in Wyoming, with whom he had a daughter, Dorothy. Agnes died in 1930. Deming later married Lola Elizabeth Shupe in 1932. They had two daughters, Diana and Linda. His oldest daughter, Dorothy died in 1984.  
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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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The Demings lived in Washington, D. C. for the remainder of their lives in the house that they bought in 1936. With her family at her side, Lola Deming died on 25 June 1986. Deming, surrounded by his family, died of cancer at his home on 20 December 1993. <ref name=bio />
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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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===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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Born in [[Sioux City, Iowa]], William Edwards Deming was raised in [[Polk City, Iowa]] on his grandfather Henry Coffin Edwards's chicken farm, then later on a {{convert|40|acre|ha|adj=on}} farm purchased by his father in [[Powell, Wyoming]]. He was the son of William Albert Deming and Pluma Irene Edwards,<ref name="bio">[http://deming.org/?content=61 The Man: Biography] W. Edwards Deming Institute. Accessed: 2006-06-17.</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. 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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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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He was a direct descendant of [[John Deming]],<ref>{{cite book |last=Deming |first=Judson Keith |authorlink= |editor= |others= |title=John Deming and His Descendents |url= |edition= |series= |year=1904 |publisher=Press of Mathis-Mets Co. |location=Dubuque, Iowa |isbn= |oclc=2285125 |doi=  |page=4 |chapter= |chapterurl= }}</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.
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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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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 following his marriage in 1932 to Lola Elizabeth Shupe, with whom he coauthored several papers, he brought her back home to stay. He and Lola had two more children, Diana and Linda. Diana and Linda survive, along with seven grandchildren and three great-grandchildren. Dorothy died in 1984 and Lola in 1986.<ref>http://deming.org/index.cfm?content=654</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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== Work ==
 
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Deming was a professor of statistics at New York University's graduate school of business administration (1946–1993), and taught at [[Columbia University]]'s graduate school of business (1988–1993). He also was a consultant for private business.
 
  
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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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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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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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The ideas Deming taught can be summarized as:
  
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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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# Better design of products to improve service
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# Higher level of uniform product quality
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=== Work in Japan ===
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# Improvement of product testing in the workplace and in research centers
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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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# Greater sales through side [global] markets
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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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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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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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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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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>
  
 
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.
 
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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The first section of the meritorious service record describes his work in [[Japan]]:<ref name=legacy />
 
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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.
 
  
 
=== Later work in the U.S. ===
 
=== Later work in the U.S. ===
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[[David Salsburg]] wrote:
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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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:"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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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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[[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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[[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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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>
  
−
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."
+
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.
−
 
 
−
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 />
 
−
 
 
−
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.
 
−
 
 
−
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>
 
−
 
 
−
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" 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.
 
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 1990, [[Marshall Industries]] (NYSE:MI, 1984–1999) CEO [[Robert Rodin]] trained with the then 90-year-old Deming and his colleague Nida Backaitis. Marshall Industries' dramatic transformation and growth from $400 million to $1.8 billion in sales was chronicled in Deming's last book ''The New Economics'', a Harvard Case Study, and Rodin's book, ''Free, Perfect and Now''.
+
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>
  
−
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.
+
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 died in his sleep at the age of 93 in his Washington home from cancer on December 20, 1993.<ref>{{cite web|url=http://www.nytimes.com/1993/12/21/obituaries/w-edwards-deming-expert-on-business-management-dies-at-93.html?sec=&spon=&pagewanted=all|first=John|last=Holusha|publisher=[[New York Times]]|date=21 December 1993}}</ref>  When asked, toward the end of his life, how he would wish to be remembered in the U.S., he 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>Hillkirk, J.  World-famous quality expert dead at 93. ''USA Today'', December 21, 1993, pp. B1-2.</ref>
+
== Deming's Philosophy ==
 +
Deming's philosophy has been summarized as follows:
  
−
== Deming philosophy synopsis ==
+
:"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>
−
The philosophy of W. Edwards Deming 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."<ref>[http://www.dharma-haven.org/five-havens/deming.htm Dr. Deming's Management Training.] Retrieved June 18, 2007.</ref>
+
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:
 +
# Appreciating a system
 +
# Understanding variation
 +
# [[Psychology]]
 +
# [[Epistemology]], the theory of knowledge<ref name=NewEconomics/>
  
−
In the 1970s, Deming's philosophy was summarized by some of his Japanese proponents with the following 'a'-versus-'b' comparison:
+
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/> 
  
−
:(a) When people and organizations focus primarily on quality, quality defined by the following ratio:
+
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/>
  
−
<math>\mathit{Quality}\ = \frac{\mathit{Results\ of\ work\ efforts}}{\mathit{Total\ costs}}</math>,
+
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.
  
−
:then quality tends to increase and costs fall over time.
+
== 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.  
−
:(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.
 
−
 
 
−
=== The Deming System of Profound Knowledge ===
 
−
 
 
−
The System of Profound Knowledge comes from W. Edwards Deming. Dr Deming said that hard work is not enough. What is needed is a transformation of the prevailing style of management.
 
−
The System of Profound Knowledge has four parts.
 
−
 
 
−
#'''''Appreciation of a system''''': understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services;
 
−
#'''''Knowledge of variation''''': the range and causes of variation in quality, and use of statistical sampling in measurements;
 
−
#'''''Theory of knowledge''''': the concepts explaining knowledge and the limits of what can be known (see also: [[epistemology]]);
 
−
#'''''Knowledge of psychology''''': concepts of human nature.
 
−
 
 
−
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.
 
−
 
 
−
For example, these days you can see Shewhart control charts in many manufacturing operations in Europe and America. But most of these companies get very little benefit from the charts because they do not know how to act as part of a system. The only way to get efficient stable processes is to have full co-operation across all departments and outside suppliers to control the variation. To get this co-operation managers need to understand enough psychology to know how to provide the leadership which will focus everyone's attention on getting the best results for the system as a whole.
 
  
−
A lot of mistakes are made during the 'Study' phase of the Plan Do Study Act cycle because results are misinterpreted due to a lack of understanding of the nature of variation.<ref name=Horn>Horn, Steve. 2001. [http://home.clara.net/hornsc/spk/spk_intro.htm Deming's System of Profound Knowledge]. Retrieved June 19, 2007.</ref>
+
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.
  
−
====Everything is Process====
+
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 processes that should be continuously improved are not confined to the factory floor or school classroom. Everything should be open to improvement. This is especially true of the broad policies which come from senior management.
+
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]].
−
Taking just one example, think about the large number of hours that supervisors spend on staff appraisal in most large companies. Maybe the huge costs involved in this exercise are justified, but maybe the same outcome (or better) could be achieved with a less formal system. We will never know until someone applies the Plan Do Study Act cycle - with experiments - to staff appraisal.<ref name=Horn />
 
−
 
 
−
The System of Profound Knowledge™ is the basis for application of Deming's famous 14 Points for Management, described below.
 
−
 
 
−
=== Key principles ===
 
−
Deming offered fourteen key principles to managers for transforming business effectiveness. The points were first presented in his book ''Out of the Crisis.'' (p.&nbsp;23–24)<ref name="crisis">{{cite book |last=Deming |first=W. Edwards |title=Out of the Crisis |year=1986 |publisher=MIT Press}}</ref> Although Deming does not use the term in his book, it is credited with launching the [[Total Quality Management]] movement.<ref>{{cite web|url= http://www.realisation.com.au/site2/Articles/Deming%2014%20points.htm|title=Deming's 14 Points|first=Phil|last=Cohen|publisher=Realisation|accessdate=June 25, 2011}}</ref>
 
−
 
 
−
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."
 
−
 
 
−
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.
 
−
 
 
−
 
 
−
"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process."<ref>{{cite book |last=Reilly |first=Norman B. |year=1994 |title=Quality: What Makes it Happen? |publisher=Van Nostrand Reinhold |page=31 |isbn=0-442-01635-2}}</ref>
 
−
 
 
−
=== 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."
 
−
 
 
−
== 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>
 
  
 
==Major publications==
 
==Major publications==
Line 197: Line 106:
  
 
== References ==
 
== 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
−
* Gabor, Andrea. 1992. ''The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America.'' New York, NY: Penguin. ISBN 0140165282.
+
* Evans, James R., and William M. Lindsay. ''The Management and Control of Quality''. West Group, 1993. ISBN 978-0314008640
−
* Gitlow, Howard S., and Shelly J. Gitlow. 1987. ''The Deming Guide to Quality and Competitive Position.'' Upper Saddle River, NJ: Prentice Hall. ISBN 0131984411.
+
* Gabor, Andrea. ''The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America.'' New York, NY: Penguin, 1992. ISBN 0140165282
−
* 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.
+
* Gitlow, Howard S., and Shelly J. Gitlow. ''The Deming Guide to Quality and Competitive Position.'' Upper Saddle River, NJ: Prentice Hall, 1987. ISBN 0131984411
−
* 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.
+
* 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
−
* Joiner, Brian L. 1994. ''Fourth Generation Management: The New Business Consciousness. Columbus, OH: McGraw-Hill. ISBN 0070327157.
+
* 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}}
−
* Kilian, Cecelia S. 1992. ''The World of W. Edwards Deming.'' 2nd ed. Knoxville, TN: SPC Press, Inc. ISBN 0945320299.
+
* Joiner, Brian L. ''Fourth Generation Management: The New Business Consciousness. Columbus, OH: McGraw-Hill, 1994. ISBN 0070327157
−
* Kohn, Alfie. 1992. ''No Contest: The Case Against Competition.'' Wilmington, MA: Mariner Books. ISBN 0395631254.
+
* Kilian, Cecelia S. ''The World of W. Edwards Deming.'' 2nd ed. Knoxville, TN: SPC Press, Inc., 1992. ISBN 0945320299
−
* 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.
+
* Kohn, Alfie. ''No Contest: The Case Against Competition.'' Wilmington, MA: Mariner Books, 1992. ISBN 0395631254
−
* 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.
+
* 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
−
* 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.
+
* 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
−
* Mann, Nancy. 1989. ''Keys to Excellence: The Story of the Deming Philosophy.'' 3rd ed. Clayton, DE: Prestwick Books. ISBN 1852510978.
+
* 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
−
* Neave, Henry R. 1990. ''The Deming Dimension.'' Knoxville, TN: SPC Press, Inc. ISBN 0945320086.
+
* Mann, Nancy. ''Keys to Excellence: The Story of the Deming Philosophy.'' 3rd ed. Clayton, DE: Prestwick Books, 1989. ISBN 1852510978
−
* Orsini, Joyce (ed.). 2012. ''The Essential Deming: Leadership Principles from the Father of Quality''. McGraw-Hill Education. ISBN 978-0071790222
+
* Neave, Henry R. ''The Deming Dimension.'' Knoxville, TN: SPC Press, Inc., 1990. ISBN 0945320086
−
* Scherkenbach, William W. 1991. ''Demings Road to Continual Improvement.'' Knoxville, TN: SPC Press, Inc. ISBN 0945320108.
+
* Orsini, Joyce (ed.). ''The Essential Deming: Leadership Principles from the Father of Quality''. McGraw-Hill Education, 2012. ISBN 978-0071790222
−
* Scholtes, Peter R. 1997. ''The Leader's Handbook: Making Things Happen, Getting Things Done.'' Columbus, OH: McGraw-Hill. ISBN 0070580286.
+
* Salsburg, David. ''The Lady Tasting Tea: How Statistics Revolutionized Science in the Twentieth Century''. Holt Paperbacks, 2002. ISBN 978-0805071344
−
* Shewhart, Walter A. 1939. ''Statistical Method from the Viewpoint of Quality Control.'' Mineola, NY: Dover Publications. ISBN 0486652327.
+
* Scherkenbach, William W. ''Demings Road to Continual Improvement.'' Knoxville, TN: SPC Press, Inc., 1991. ISBN 0945320108
−
* Shewhart, Walter A. 1930. ''Economic Control of Quality of Manufactured Product/50th Anniversary Commemorative Issue.'' Milwaukee, WI: American Society for Quality. ISBN 0873890760.
+
* Scholtes, Peter R. ''The Leader's Handbook: Making Things Happen, Getting Things Done.'' Columbus, OH: McGraw-Hill, 1997. ISBN 0070580286
−
* Tribus, Myron. 1992. ''Quality First: Selected Papers on Quality and Productivity Improvement.'' 4th ed. Alexandria, VA: National Society of Professional Engineers. ISBN 9993853232.
+
* Shewhart, Walter A. ''Statistical Method from the Viewpoint of Quality Control.'' Mineola, NY: Dover Publications, 1939. ISBN 0486652327
−
* Walton, Mary. 1986. ''The Deming Management Method.'' New York, NY: The Putnam Publishing Group. ISBN 0399550003.
+
* Shewhart, Walter A. ''Economic Control of Quality of Manufactured Product/50th Anniversary Commemorative Issue.'' Milwaukee, WI: American Society for Quality, 1930. ISBN 0873890760
−
* Wheeler, Donald J. 1999. ''Understanding Variation: The Key to Managing Chaos.'' 2nd ed. Knoxville, TN: SPC Press Inc. ISBN 0945320531.
+
* 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 ==
 
== 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]
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*[http://deming.org/ Deming.org] The W. Edwards Deming Institute
 
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*[http://www.loc.gov/rr/mss/text/deming.html W. Edwards Deming: A Register of His Papers in the Library of Congress]
 
  
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[[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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