Edwards (or Edward) Deming is a well-known American consultant on the theory of quality management, as well as the creator of the lean manufacturing system and 14 principles for improving quality. This man made a huge contribution to the development of management and economics. Although he mainly worked in Japan, his works are popular all over the world. Many companies use the principles and proposals developed by Deming to develop and improve the quality of their production.
Life Deming
Back in 1900, the future scientist Edward Deming was born in Iowa . The biography of this person is rich in awards and prizes that he received for his contribution to the development of statistics and management. Deming Edward devoted enough time to learning. He was educated at the University of Wyoming (in 1972 received the award as the most outstanding student of this university), Colorado, Yale University. Over the years, Edward Deming received degrees in physics, mathematics and electronics.
Prior to working in Japan, in 1946, Deming taught physics at the Colorado School of Mines (1923-1925) and worked at the US Department of Agriculture (1927-1939). Work in Japan was the peak of his career and made famous throughout the world. In addition to her, Edward Deming held consultations in Greece, India, Argentina, Mexico, France and other countries. In the period 1947-1952 he was a member of the UN Sub-Commission on Statistical Samples.
Arriving in Japan, Deming had virtually no connections, except for one statistician Ishikawa Kaoru, who taught at Tokyo University. By a happy coincidence, his father was the head of an influential organization called the Federation of Economic Organizations of Japan (Nihon Keidanren). It was he who helped organize the first Deming seminar in 1950, which was attended by the leaders of the 21st company. These companies accounted for 85% of Japan's national capital.
The seminar was a success, and after it Deming became a leading consultant for large companies in Japan.
Edward Deming did not stop his work until his death in 1993. In the United States, his ideas were recognized only in 1980. Despite his already advanced age, the scientist continued to work and advise the heads of large companies both in the USA and other countries of the world.
Deming's career and success were not easy at the beginning of the scientist's life, but he was able to be recognized all over the world and not forgotten after leaving life. The work and teaching of Deming are relevant for specialists today.
A family
In 1922, Edward Deming first married. His family with Agnes Bell did not last long, until 1930. Well-being was interrupted by the sudden death of his wife.
Two years later, the scientist again married Lola Shoop. This time, family happiness lasted as long as 52 years, until the death of Lola in 1984. From two marriages, the scientist has three daughters. All three and Edward Deming (photo below) were without a doubt a strong and loving family. Daughters gave him seven grandchildren, and then five more great-grandchildren.
Proceedings of the scientist
During his career, Edward Deming made an unprecedented contribution to the development of management. His books have gained recognition and popularity. To date, three of his books have been published in Russian:
- "Overcoming the Crisis: A New Paradigm of Managing People, Systems, and Processes."
- "Way out of the crisis."
- "New economy."
A huge contribution was made to the development of the Japanese economy by Edward Deming. The "new economy" just tells that the "western" principles of doing business are already outdated and the economy is entering a new era with new rules of the game.
Awards
Deming over the course of his career has received worldwide recognition and respect. His contribution to the development of management and economics is confirmed by a number of awards:
- Order of the Beneficial Treasure of the second degree (received in 1960 in Japan).
- National Medal for Technology (received in the USA in 1987).
- His name was carved on the wall in the Dayton Hall of Fame (in 1986).
- Award for Outstanding Career in the Field of Science (received in the USA in 1988).
Also in Japan in 1951, the award was approved, which bears the name of the scientist. It is received by people who have contributed to the development of the theory and practice of quality management.
Deming and his quality tips
It took Americans 30 years to evaluate Deming's work and recognize its relevance. The 14 principles of Edward Deming became known and recognized recently, although they were formulated back in 1980.
Deming began work on these management rules after the end of World War II. Despite the fact that quite a lot of time has already passed from the moment this idea and the final formulation arose, the principles of Deming are still relevant today. All these rules will work to increase efficiency, if enough time is devoted to their implementation in the process of modern business.
1. Setting the main goal
Do not chase for instant and one-time profit. It is necessary to tune in to long-term prospects and constantly improve. It is necessary to strive to ensure that your company is competitive, provided with labor resources and provides quality and necessary goods.
2. Perestroika to a new philosophy
Western management style is no longer justifying itself and is slowly leading the economy to decline. In order to stay afloat, it is necessary to master new principles of work and apply them. Japan has begun a new economic era, and today it is necessary to follow precisely these principles.
3. Independence from audits
Constant tight control and verification should not be the way and the main goal to improve the quality level. The results of the checks should show that the quality is already at the maximum level, and will not be there after.
4. Cheap does not mean quality
Do not chase for cheap goods, pay attention to quality. If the supplier could not confirm the quality of his product, then do not continue to cooperate with him. By reducing the number of suppliers you will come to a long-term relationship and, as a result, reduce the total cost of procurement.
5. Do not stop there
The process of improvement and improvement should never stop. Even if it seems that the system works perfectly, at the highest level, then know that there is always a process that can be restrained even better. The earth does not stop for a minute, and every moment new ideas and new needs arise. The processes of production, provision of services and planning can always become better and better than it is now.
6. Training of staff
Strive to ensure that the staff is familiarized and prepared for all the changes that occur with the production and provision of goods and services. Engage in continuous training of workers so that the staff are the most highly qualified.
7. Effective Leadership
The leader should be as focused as possible on the process of improving quality, showing by his own example high production indicators and a responsible attitude to work. The manager must ensure the functioning of the production system in such a way that when defects or malfunctions occur, immediate measures are taken to eliminate them. Leadership should not be just a word, but a method of work. The manager should, first of all, be responsible for quality, and not for statistics.
8. Drive out fear
Fear is always a bad adviser, both in life and at work. Subordinates should not be afraid of their leadership. If a subordinate is afraid of his boss, then he will never be able to fully devote himself to work, since most of his thoughts during the working day will be aimed at avoiding a collision (meeting) with the leader. Go meet your subordinates, be open to communication. Two-way communication always has a positive effect on the relationship between employees and their leaders. And as a result, it improves the quality of work.
9. Say no to working on a functional basis.
Many companies today work on this principle, that is, each unit is engaged in its narrowly focused work and does not cooperate with other departments. Edward Deming claims that working in teams, specialists from different profiles will come to the desired result much faster and more efficiently.
10. Discard slogans, sermons, and attitudes for employees.
Slogans and sermons do not affect the overall process of work, but are aimed only at workers. Quality and performance depends on the overall system device, and not on a single worker in particular. Slogans and installations are an extra waste of time and effort, which leads only to a zero result.
11. Remove arbitrary norms
Instructions and standards for working with arbitrary norms and quotas should be avoided, and it is better not to use them at all. Most effectively, the help and response from senior management will influence the production process.
12. Remove barriers that prevent subordinates from being proud of their work.
The aim of the staff should not be quantity, but quality. Evaluations of workers should be kept to a minimum.
13. Promote self-improvement
Today, employees who thoughtlessly carry out their tasks are not needed. In the current market of services, which is changing every minute, knowledge and skills win. Provide your employees with a self-development and continuing education program. From this, quality and efficiency will increase very quickly.
14. The most important thing is the transformation
If the goal of the production system is high quality, then the production system must strive and be ready for constant transformation. Moreover, changes in the system should be aimed at all in the company. And the leadership structure should be organized in such a way as to give an impetus to every subordinate every day.