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  W. Edwards Deming,
His "14 Recommendations" Changed the History of Japan and The World!

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Deming

W. Edwards Deming, born in Sioux City IA on October 14, 1900, conducted a thriving worldwide consulting practice for more than forty years. His clients included manufacturing companies, telephone companies, railways, carriers of motor freight, consumer researchers, census methodologists, hospitals, legal firms, government agencies, and research organizations in universities and in industry.

The impact of Dr. Deming's teachings on American manufacturing and service organizations has been profound. He led a sweeping quality revolution that is improving the competitive position of the United States.

President Reagan awarded the National Medal of Technology to Dr. Deming in 1987. He received in 1988 the Distinguished Career in Science award from the National Academy of Sciences.

Dr. Deming received many other awards, including the Shewhart Medal from the American Society for Quality Control in 1956 and the Samuel S. Wilks Award from the American Statistical Association in 1983.

The Metropolitan section of the American Statistical Association established in 1980 the annual Deming Prize for improvement of quality and productivity. Dr. Deming was a member of the International Statistical
Institute. He was elected in 1983 to the National Academy of Engineering, and in 1986 to the Science and Technology Hall of Fame in Dayton. He was inducted into the Automotive Hall of Fame in 1991. He died on December 20th 1993, just 10 days after his last 4-day Conference in Los Angeles.

Dr. Deming is perhaps best known for his work in Japan, where from 1950 and onward he taught top management and engineers methods for management of quality. This teaching dramatically altered the economy of Japan. In recognition of his contributions, the Union of Japanese Science and Engineering (JUSE) instituted the annual Deming Prizes for achievements in quality and dependability of product. The Emperor of Japan awarded to Dr. Deming in 1960 the Second Order Medal of the Sacred Treasure.

Dr. Deming received his doctorate in mathematical physics from Yale University in 1928. A number of universities have awarded to him the degrees LL.D. and Sc.D. honoris causa: the University of Wyoming, Rivier College, the University of Maryland, Ohio State University, Clarkson College of Technology, Miami University, George Washington University, the
University of Colorado, Fordham University, the University of Alabama, Oregon State University, the American University, the University of South Carolina, Yale University, Harvard University, Cleary College, and Shenandoah University. Yale University awarded to him also the Wilbur
Lucius Cross Medal. Rivier College awarded to him the Madeleine of Jesus
Award.

Dr. Deming is the author of several books and about 200 papers. His books, "Out of the Crisis" (MIT/CAES, 1986) and "The New Economics" (MIT/CAES, 1994) have been translated into several foreign languages. Hundreds, perhaps thousands of books, films, and videotapes profile his life, his philosophy, and the successful
application of his teachings worldwide. Dr. Deming's four-day seminars reached 10,000 people per year for over ten years...

Consider the implementation of Deming's
14 Points for Management


In his book:  "Out of the Crisis", Dr. W.
Edwards Deming shows these 14 steps toward an improved management.  It is not easy in the American Culture to establish such changes. Perhaps that barrier is keeping the American Industry from achieving as impressive results as the ones reached by the Japanese.

1. Create constancy of purpose for improvement of product and service with the aim to become competitive and to stay in business, and to keep providing jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever every process for planning, production and service. Improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job. This should be a part of everybody's every day's activities.
7. Adopt and institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul as well as supervision of production workers.
8. Drive out fear so that everyone may work effectively for the company because they want it to succeed.
9. Break down barriers between staff areas or departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
11. Eliminate numerical quotas for the workforce and numerical goals for management.

a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.

b. Eliminate the obsolete concept of "management by objective". Eliminate management by numbers, numerical goals. Substitute leadership. 

12. Remove barriers that rob people of pride of workmanship--eliminate the annual rating or merit system.

a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.

b. Remove barriers that rob people in management  and in engineering of their right to pride of workmanship. This means, abolishment of the annual merit rating and of management by objectives.

13. Institute a vigorous program of education and self-improvement for everyone. Let them participate to choose the areas of development.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

NOTE FROM THE WEBMASTER: 
IT IS NOT OUR INTENTION TO DISTURB THE PEACE
IN YOUR BUSINESS ENVIRONMENT. 
DEMING, THOUGH, HAS BEEN CONSIDERED A VISIONARY
AND HIS WORDS SHOULD BE 
TAKEN SERIOUSLY AS THE RULINGS FOR THE FUTURE.

W. Edwards Deming's Obituary published by the New York Times

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