Dr. Edward Deming is known for his management strategies and how to improve worker productivity through effective management. Deming’s main point is that most problems are systematic and that its managements responsibility to improve the systems so that workers can do their jobs more effectively. Deming thought a lot differently from other working people of his time. Other managers and lead executives main goals were to force workers to have grueling hours of labor with no regard to health and safety standards. Workers often were frustrated with the lack of respect received in their place of work and would show up in some of the final products they worked on. Deming realized that giving people better situations to work in as well as having more quality final products will lead to greater successes in the workplace.
Essentially, his theory states that that improvement in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. Japan was one of the first countries to adapt this way of business after WWII which it is known for today producing new innovative technology. Deming is also responsible for the TQM, which stands for total quality management. Deming’s total quality management is summed up in his 14 points of management which summarize the key goals in effective management and motivating employees to produce quality products. When a company increases its TQM it commits to creating a product that exceeds the customers expectations and that is made with such quality that customers insist on buying your product. We can see an example of this with the Ford Motor Company in the 1980's. At the time Ford was producing cars with transmissions made in both the US and Japan. Consumers kept asking for the Japanese transmission models that left Ford engineers baffled as to why. The Japanese companies were strictly following a Deming...
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