W. to greatly improve the effectiveness of Total

W.
Edwards Deming’s Contribution to Quality Management

Michael
D. Turnage

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State
College of Florida

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Abstract

This paper provides an
insight as to how W. Edwards Deming’s contributed to quality management. This
paper will give an understanding of his views and philosophies as it pertains to
quality management. This paper will help to understand why he was well-known as
the world’s expert on quality management. This paper will also look at his
fourteen points on Total Quality Management (TQM). This paper shows how he
contributed to TQM and how his theories have influenced management strategies
and practices for years to come.

Keywords: Total
Quality Management, W. Edwards Deming

 

 

 

 

 

 

 

 

 

 

 

W.
Edwards Deming’s Contribution to Quality Management

William
Edwards Deming’s contributions to Total Quality Management (TQM) were based on
philosophy and applying statistics in the manufacturing process because of his
educational background in mathematical physics (Business and Management, n.d.).
Deming’s plethora of knowledge in statistics aided him when he assisted Japan
with the census after the Second World War (Business and Management, n.d).

W.
Edwards Deming’s was commonly referred to as one of “the gurus of quality”,
because he knew that many people did not automatically grasp the fundamental
concepts that were associated with quality management, so he spent much of his
career attempting to successfully educate people on these principles (Olsen,
T., 2007).

W.
Edward Deming believed that every employee working in the business was
essential to achieving the total concept of his 14 Points of Management. His
concepts could be applied to any business to greatly improve the effectiveness
of Total Quality Management. Because of his work in quality management philosophies,
Deming’s efforts were fundamental to Total Quality Management and his
implementation of quality management systems.

According to Schenkat, R., 1993, “Deming’s
system of profound knowledge applies to any type of organization, but to
successfully apply his ideas and concepts, an organization needs a deep
understanding of its own business”. What this means is that in order for
Deming’s 14 points of management to be effective, an organization needs to completely
grasp the operations of their business very thoroughly. Deming not only wanted
to increase productivity and quality but, he also wanted to boost the overall
morale of an organization as well. He felt that if the morale of a company was
increased then it would have a positive effect on the level of production and
quality.

Regarding
quality, Deming felt that if a company invested time and money to properly
train their employees then the quality of the product would be of the utmost
caliber. Employees should receive the appropriate training and information
required to perform their job since the design of effective training is
essential for quality improvement (Foster, S. T., 2017). When the employees are
properly trained and versed in their work then the end result is a great quality
product with little to no defects, which in turn reduces overall costs
associated with making a product.

According
to Foster,
S. T., 2017, Deming’s 14
Points on Quality Management were essential when it came to executing total
quality management, as opposed to the historical approach used by American
management. These final points that he derived at were meant to assist
businesses to grow both their production levels and their level of quality. The
following list is Deming’s 14 points that he came up with on Total Quality
Management.

W.
Edwards Deming’s 14 Points for Management:

1.
Create constancy of purpose

2.
Adopt a new philosophy

3.
Cease mass production

4.
End awarding business based on price tag

5.
Constantly improve the system

6.
Institute on the job training

7.
Improve leadership

8.
Drive out fear

9.
Break down barriers between departments

10.
Eliminate slogans

11.
Eliminate work standards

12.
Remove barriers to pride

13.
Institute education and self-improvement

14.
Put everybody to work (Foster, S. T., 2017)

Deming’s 14 Points for Management
has had a tremendous outcome for many companies in the business world. To
achieve quality management, according to Deming, is to apply all of his points
to the entire business, as well as, the different departments within the
company. Deming’s 14 points are intended to increase customer service, reduce
defects, and encourage constant improvement throughout companies.  

W. Edwards Deming’s contributions
to Total Quality Management (TQM) have been used for years by many businesses
and managers. Even though he has often been discredited by skeptics, his views
on total quality management have still been influential by many who believe
that his points are necessary for effective quality management. As with other
people’s ideas, someone will always find a way to scrutinize it in some form or
fashion. Even with the skepticism that he was confronted with on how he viewed
total quality management, he still stood firmly behind his views and tackled
the adversity to become one of the greatest business consultants. His
philosophies and views on Total Quality Management would be something that
managers would utilize in business for years. 

His
message was this: “By improving quality, companies will decrease expenses as
well as increase productivity and market share” (Deming’s
14-Point Philosophy, n.d).

 

 

 

 

 

 

 

 

 

 

 

References

Business
and Management. W. Edwards Deming. (n.d.). Retrieved
from     https://www.bl.uk/people/w-edwards-deming

Deming’s
14-Point Philosophy: A Recipe for Total
Quality (n.d.). Retrieved from https://www.mindtools.com/pages/article/newSTR_75.htm

Foster,
S. T. (2017). 6th edition. Managing Quality: Integrating
the Supply Chain. (p. 29).

Olsen,
T. (2007). Deming’s quality experiments revisited. INFORMS Transactions on
Education, 8(1), 37+. Retrieved from
http://link.galegroup.com.db15.linccweb.org/apps/doc/A177818158/AONE?u=lincclin_mcc&sid=AONE&xid=07892898

Schenkat,
R. (1993). Deming’s quality: our last but best hope. Educational Leadership,
51(1), 64+. Retrieved from http://link.galegroup.com.db15.linccweb.org/apps/doc/A14420365/AONE?
u=lincclin_mcc&sid=AONE&xid=e6a5eddb

 

 

 

 

 

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