Deming 's Philosophy

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1. Introduction

Dr. W. Edwards Deming
He was an American statistician, professor, author, lecturer, consultant and also known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. Trained as a statistician, his expertise was used during World War II to assist the United States in its effort to improve the quality of war materials. He was invited to Japan at the end of World War II by Japanese industrial leaders and engineers to produced cheap, shoddy imitations to one of producing innovative quality products. He changed our lives by developing better ways for people to work together, derived his first philosophy and method that allows individuals and organizations. Deming was educated in engineering and physics and became an early student of statistics, the theory of knowledge and systems thinking. He eventually integrated the disciplines of statistical thinking, how people learn, systems thinking and psychology into his theory of profound knowledge, which allows leaders and managers to see a dynamic, complex social system in new ways, predict its performance, and continually improve it in a rapidly changing world. Using his ideas to eliminate cross purposes, teams and organizations can produce greater wholes more than any of the individual parts or people added together. He bore October 14, 1900, in Sioux City, Iowa, the oldest son of Pluma Irene and William Albert Deming. When he was young, his family moved to Wyoming, where Deming graduated from high school in 1917. In 1921 he received a Bachelor of Science in electrical engineering from the University of Wyoming at Laramiean. In 1925 an Master of Science. from the University of Colorado at Boulder, and in 1928 a Ph.D. from Yale University. Both graduate degrees were in mathematics and physics. He subsequently 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 famously taught statistical process control methods to Japanese business leaders, returning to Japan for many years to consult and to witness economic growth that he had predicted as a result of application of techniques learned from Walter Shewhart at Bell Laboratories. Later he became a professor at New York University while engaged as an independent consultant in Washington, D.C. 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. Yet his teachings have changed our workplace vocabulary in less than 20 years to include ideas such as pleasing the customer, partnering with suppliers, empowering workers, managing for quality, and eliminating layers of management and hierarchy. He is the author "Out of the Crisis" in 1986 and "The New Economics" in 1994. Deming was finally recognized for his contributions in the United States in 1987, when he received a special award, the National Medal of Technology, at the White House. The award was in recognition of his determined support of statistical methodology, his contributions to sampling theory, and his advocacy of these methods to corporations. Deming continued to teach his business philosophy until his death in 1993.

Traditional Management Practices
Traditionally, the term "management" refers to the set of activities, and often the group of people, involved in four general functions, including planning, organizing, leading and coordinating activities. Note that the four functions recur throughout the organization and are highly integrated. Emerging trends in management include assertions that leading is different than managing, and that the nature of how the four functions are carried...
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