William Edwards Deming (October 14, 1900 – December 20, 1993) was

an Americanstatistician, professor, author, lecturer, and consultant. Deming is

widely credited with improving production in the United States during the Cold
War, although he is perhaps best known for his work in Japan. There, from 1950
onward he taught top management how to improve design (and thus service),
product quality, testing and sales (the last through global markets) through various
methods, including the application of statistical methods.
Deming made a significant contribution to Japan's later reputation
for innovative high-quality products and its economic power. He is regarded as
having had more impact upon Japanesemanufacturing and business than any other
individual not of Japanese heritage. Despite being considered something of a hero
in Japan, he was only just beginning to win widespread recognition in the U.S. at
the time of his death.[2]

Dr. W. Edward Deming's 14 points

Deming offered fourteen key principles for management for transforming business
effectiveness. The points were first presented in his book Out of the Crisis. (p. 23-
24)

1. Create constancy of purpose toward improvement of product and

service, with the aim to become competitive and stay in business, and to
provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western
management must awaken to the challenge, must learn their responsibilities,
and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the
need for inspection on a mass basis by building quality into the product in
the first place.
4. End the practice of awarding business on the basis of price tag.
Instead, minimize total cost. Move towards a single supplier for any one
item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service,
to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis").
The aim of supervision should be to help people and machines and gadgets
to do a better job. Supervision of management is in need of overhaul, as
well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the
company. (See Ch. 3 of "Out of the Crisis")
9. Break down barriers between departments. People in research, design,
sales, and production must work as a team, to foresee problems of
production and in use that may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking
for zero defects and new levels of productivity. Such exhortations only
create adversarial relationships, as the bulk of the causes of low quality and
low productivity belong to the system and thus lie beyond the power of the
work force.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute
leadership.
b. Eliminate management by objective. Eliminate management by numbers,
numerical goals. Substitute leadership.
12. a. Remove barriers that rob the hourly worker of his right to pride of
workmanship. The responsibility of supervisors must be changed from sheer
numbers to quality.
b. Remove barriers that rob people in management and in engineering of
 their right to pride of workmanship. This means, inter alia," abolishment of
the annual or merit rating and of management by objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the
transformation. The transformation is everybody's job.

"Massive training is required to instill the courage to break with tradition. Every
activity and every job is a part of the process."
Philip Bayard "Phil" Crosby, (Wheeling, June 18, 1926 - Winter Park, August
18, 2001) was a businessman and author who contributed to management theory
and quality management practices.[1]
Crosby initiated the Zero Defects program at the Martin Company Orlando,
Florida, plant. As the quality control manager of the Pershing missile program,
Crosby was credited with a 25 percent reduction in the overall rejection rate and a
30 percent reduction in scrap costs.

Philip Crosby Associates

In 1979 after a career at ITT, Crosby started the management consulting company
Philip Crosby Associates, Inc.[1] This consulting group provided educational
courses in quality management both at their headquarters in Winter Park, Florida,
and at eight foreign locations. Also in this year Crosby published his first business
book, Quality Is Free. This book would become popular at the time because of the
crisis in North American quality. During the late 1970s and into the 1980s North
American manufacturers were losing market share to Japanese products largely
due to the superiority of quality of the Japanese products.

Crosby's prescription for quality improvement was a 14-step program. His

belief was that a company that established a quality program will see savings
returns that more than pays off the cost of the quality program ("quality is
free").

1. Management is committed to quality – and this is clear to all: Clarify where

management stands on quality. It is necessary to consistently produce conforming
products and services at the optimum price. The device to accomplish this is the
use of defect prevention techniques in the operating departments:

-Engineering
-Manufacturing
- QualityControl
-Purchasing
- Sales and others.

2. Create quality improvement teams – with representatives from all

workgroups and functions: These teams run the quality improvementprogram.
Since every function of an operation contributes to defect levels, every function
must participate in the quality improvement effort. The degree of participation is
best determined by the particular situation that exists. However, everyone has the
opportunity to improve.

3. Measure processes to determine current and potential quality

issues: Communicate current and potential nonconformance problems in a manner
that permits objective evaluation and corrective action. Basicquality measurement
data is obtained from the inspection and test reports, which are broken down by
operating areas of the plant. By comparing the rejection data with the input data, it
is possible to know the rejection rates. Since most companies have such systems, it
is not necessary to go into them in detail. It should be mentioned that unless this
data is reported properly, it is useless. After all, their only purpose is to warn
management of serious situations. They should be used to identify specific
problems needing corrective action, and the quality department should report them.

4. Calculate the cost of (poor) quality: Define the ingredients of the COQ and
explain its use as a management tool.

5. Raise quality awareness of all employees: Provide a method of raising the

personal concern felt by all personnel in the company toward the conformance of
the product or service and the quality reputation of the company. By the time a
company is ready for the quality awareness step, they should have a good idea of
the types and expense of the problems being faced. The quality measurement and
COQ steps will have revealed them.

6. Take actions to correct quality issues: Provide a systematic method of

permanently resolving the problems that are identified through previous action
steps. Problems that are identified during the acceptance operation or by some
other means must be documented and then resolved formally.
7. Monitor progress of quality improvement – establish a zero defects
committee: Examine the various activities that must be conducted in preparation
for formally launching the Zero Defects program - The quality
improvement task team should list all the individual action steps that build up to
Zero Defects day in order to make the most meaningful presentation of the concept
and action plan to personnel of the company. These steps, placed on a schedule and
assigned to members of the team for execution, will provide a clean energy flow
into an organization-wide Zero Defects commitment.

Since it is a natural step, it is not difficult, but because of the significance of it,
management must make sure it is conducted properly.

8. Train supervisors in quality improvement: Define the type of training

supervisors need in order to actively carry out their part of the quality
improvementprogram. The supervisor, from the board chairman down, is the key
to achieving improvement goals. The supervisor gives the individual employees
their attitudes and work standards, whether in engineering, sales, computer
programming, or wherever.

Therefore, the supervisor must be given primary consideration when laying out the
program. The departmental representatives on the task team will be able to
communicate much of the planning and concepts to the supervisors, but individual
classes are essential to make sure that they properly understand and can implement
the program.

9. Hold zero defects days: Create an event that will let all employees realize
through personal experience, that there has been a change. Zero Defects is a
revelation to all involved that they are embarking on a new way of corporate life.
Working under this discipline requires personal commitments and understanding.
Therefore, it is necessary that all members of the company participate in an
experience that will make them aware of this change.

10. Encourage employees to create their own quality improvement goals:Turn

pledges and commitments into action by encouraging individuals to establish
improvement goals for themselves and their groups. About a week after Zero
Defects day, individual supervisors should ask their people what kind of goals they
should set for themselves. Try to get two goals from each area. These goals should
be specific and measurable.

11. Encourage employee communication with management about obstacles to

quality (Error-Cause Removal): Give the individual employee a method of
communicating to management the situations that make it difficult for the
employee to fulfill the pledge to improve. One of the most difficult problems
employees face is their inability to communicate problems to management.
Sometimes they just put up with problems because they do not consider them
important enough to bother the supervisor. Sometimes supervisors don’t listen
anyway. Suggestion programs are some help, but in a suggestion program the
worker is required to know the problem and also propose a solution. Error-cause
removal (ECR) is set up on the basis that the worker need only recognize the
problem. When the worker has stated the problem, the proper department in the
plant can look into it. Studies of ECR programs show that over 90% of the items
submitted are acted upon, and fully 75% can be handled at the first level of
supervision. The number of ECRs that save money is extremely high, since the
worker generates savings every time the job is done better or quicker.

12. Recognise participants’ effort: Appreciate those who participate. People

really don’t work for money. They go to work for it, but once the salary has been
established, their concern is appreciation. Recognize their contribution publicly
and noisily, but don’t demean them by applying a price tag to everything.

13. Create quality councils: Bring together the professional quality people for
planned communication on a regular basis. It is vital for the professional quality
people of an organization to meet regularly just to share their problems, feelings,
and experiences, with each other. Primarily concerned with measurement and
reporting, isolated even in the midst of many fellow workers, it is easy for them to
become influenced by the urgency of activity in their work areas. Consistency of
attitude and purpose is the essential personal characteristic of one who evaluates
another’s work. This is not only because of the importance of the work itself but
because those who submit work unconsciously draw a great deal of their
performance standard from the professional evaluator.

14. Do it all over again – quality improvement does not end: Emphasize that the
quality improvement program never ends. There is always a great sign of relief
when goals are reached. If care is not taken, the entire program will end at that
moment. It is necessary to construct a new quality improvement team, and to let
them begin again and create their own communications.

From the above 14 points Philip Crosby communicated that management should
take prime responsibility for quality, and workers only follow their managers’ .
According to CROSBY, five characteristics of an highly successful organization are :

-Peopleroutinely do things right first time

-change is anticipated and used to advantage
Growth is consistent and profitable
New products and services appear when needed
Everyone is happy to work there.
 The Deming cycle PDSA (PDCA cycle)

The Deming cycle, or PDSA cycle, is a continuous quality

improvement model consisting of a logical sequence of four repetitive
steps for continuous improvement and learning: Plan, Do, Study (Check)
and Act.

The PDCA cycle is also known as the Deming Cycle, or as the Deming
Wheel or as the Continuous Improvement Spiral. It originated in the
1920s with the eminent statistics expert Mr. Walter A. Shewhart, who
introduced the concept of PLAN, DO and SEE.
The late Total Quality Management (TQM) guru and renowned statistician
W. Edwards Deming modified the Shewart cycle as: PLAN, DO, STUDY,
and ACT.

Along with the other well-known American quality guru-J.M. Juran, Deming
went to Japan as part of the occupation forces of the allies after World
War II. Deming taught a lot of Quality Improvement methods to the
Japanese, including the usage of statistics and the PLAN, DO, STUDY, ACT
cycle.

Benefits of the PDCA cycle:

• daily routine management-for the individual and/or the team,

• problem-solving process,
• project management,
• continuous development,
• vendor development,
• human resources development,
• new product development, and
• process trials.

PLAN: plan ahead for change. Analyze and predict the results.
DO: execute the plan, taking small steps in controlled circumstances.
STUDY: CHECK, study the results.
ACT: take action to standardize or improve the process.