Om Varma

W. Edwards Deming was an American statistician, management consultant, and professor who made significant contributions to the field of quality management. He is perhaps best known for his work in Japan, where he helped to rebuild the country’s industry after World War II by teaching Japanese business leaders about statistical quality control and the importance of continuous improvement.

Deming’s philosophy of management, known as the Deming cycle or PDCA (plan-do-check-act), emphasizes the importance of continuous improvement and the role of management in creating a culture of quality. He believed that management was responsible for creating an environment in which employees could succeed, and that this could be achieved through the use of statistical tools, ongoing training, and the establishment of clear goals and objectives.

Deming’s 14 points for management, which were outlined in his book “Out of the Crisis,” provide a framework for implementing his philosophy in a business or organization. These points include:

1. Create constancy of purpose for improving products and services.
2. Adopt a new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of price tag.
5. Constantly and forever improve the system of production and service.
6. Institute training on the job.
7. Institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations, and targets for the work force.
11. Eliminate numerical quotas for the work force and numerical goals for management.
12. Remove barriers that rob people of their pride of workmanship.
13. Institute a vigorous program of education and self-improvement.
14. Put everyone in the company to work to accomplish the transformation.

There are several techniques and tools that are associated with the work of W. Edwards Deming and his philosophy of management. These techniques are often used to implement continuous improvement and to drive quality in organizations. Some of the most commonly used Deming techniques include:

1. PDCA (Plan-Do-Check-Act): The PDCA cycle, also known as the Deming cycle, is a four-step process for continuous improvement that involves planning a change, implementing it, checking the results, and then acting on those results. This cycle can be used to improve any aspect of an organization, from processes and products to services and systems.
2. Statistical process control (SPC): Deming believed that statistical tools were essential for understanding and improving processes in an organization. SPC involves collecting data on a process and using statistical techniques to analyze it, identify patterns and trends, and identify opportunities for improvement.
3. Process mapping: Process mapping is a tool used to visualize and understand the steps involved in a process. It involves creating a flowchart or diagram that shows the inputs, outputs, and tasks involved in a process, and can be used to identify bottlenecks, inefficiencies, and areas for improvement.
4. Employee involvement: Deming emphasized the importance of involving employees in the continuous improvement process, as they are often the ones who are best positioned to identify problems and suggest solutions. Techniques such as quality circles, kaizen events, and suggestion systems can be used to involve employees in the improvement process and tap into their knowledge and expertise.