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W. Edwards Deming,
His "14 Recommendations" Changed the History of Japan and The World!
By Enrique Mora
한국어
버전
W. Edwards Deming 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.
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.
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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.
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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.
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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.
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5. Improve constantly
and forever every process for planning, production and service. Improve quality and productivity, and thus constantly decrease costs.
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6. Institute training
on the job. This should be a part of everybody's
every day's activities.
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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.
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8. Drive out fear so that everyone may work effectively for the company because they want it
to succeed.
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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.
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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.
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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.
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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.
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13. Institute a
vigorous program of education and self-improvement for everyone. Let them participate to choose the areas of development.
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14. Put everybody in
the company to work to accomplish the transformation.
The
transformation is everybody's job.
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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
CONSIDERED
SERIOUSLY AS THE RULINGS FOR THE FUTURE.
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