Talk:W. Edwards Deming/Archive 1

message: Deleted from article:
:He advocated the use of closely monitored reports about the state of factory machines to keep production quality high for the least amount of investment. His system was particularly elegant and effective, in that the number of required observations was surprisingly low in order to determine if a machine needed to be adjusted or replaced, or if an entire batch of product should be discarded or accepted.
This seems to contradict the following "14 points" extract:
: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. 
:::Uncle Ed, I don't think the contradiction that you mention is real. Both statements are true. Deming felt that by inspecting machinery prior to production, it would reduce the need to inspect products after they had been made. mydogategodshat 23:00, 16 October 2005 (UTC)
thread_title: Inspections

message: This leaves us with a number of questions:
#What is TQM?
#Did Deming originate, teach, or advocate TQM?
#If not, what's the difference between TQM and Deming's teachings?
It seems the main point of Deming's teachings is missing from the article about him. He spoke of quality as a management responsibility. He said that the system is 85% of what determines the result, so don't blame the workers when things go wrong.
:22May06: I have added 10 major Concepts/Quotations from Deming to elaborate his ideas; there isn't one "main point" but a system of several concepts together, including how to change, how to stabilize, how to measure, how to think, how to automate & who is responsible.  The complex facets of the Deming System make it difficult to describe in a "nutshell" without about 40 regions: that's why people study for months or years to grasp many of his concepts (imagine: teaching students w/o grading! versus strict testing in today's NCLB!). Perhaps the "main point" is that Deming was an advanced alien genius far beyond the comprehension of 99.99%. -Wikid77 10:15, 22 May 2006 (UTC)
replies: text: Uncle Ed, if I had to put "What he did" into one brief statement, I would say he changed the way quality control was done; instead of checking the output from a production process (an "end of pipe" approach), he developed a range of statistical techniques (such as sampling and variance charting) that would control quality right from the beginning and at every stage through out the process. mydogategodshat 23:26, 16 October 2005 (UTC)
replies: text: <FONT color="blue">Deming taught so many other ideas: such as constancy of management, promoting knowledgeable people during a period of years; emphasizing joy in work; working smarter not harder to avoid burnout & letting people feel human at work; emphasizing cooperation in groups rather than individual sales commissions or personal bonuses (like Kenneth Lay's 278 $million Enron stock bonus beyond his 5 $million salary); using improving sole suppliers and less competition; fostering joy but not greed; avoiding work quotas (like x-number of speeding tickets); having adequate "lifeboats" (workarounds) because nothing is perfect or zero-defect, etc.  Deming had so many points, that his continuous-improvement system was much more than just upfront-testing: many Japanese had slow, easy, enjoyable work for years doing something significant, long-term.  Meanwhile, America had zero-tolerance zeroes promoting themselves to higher-paid unstable incompetence, forcing Americans into no substitute for (graded) hard work, which soon would be discarded or obsolete against new knowledge. Create a get-rich-quick system where money (not knowledge) buys decisions & popularity, and see what happens. 'Nuf said.</font> -Wikid77 10:15, 22 May 2006 (UTC)
thread_title: Questions remain

message: :"Total Quality Management was developed in the mid 1940s by Dr. W. Edward Deming who at the time was an advisor in sampling at the Bureau of Census and later became a professor of statistics at the New York University Graduate School of Business Administration." 
Hmm. Looks like Deming created TQM. Now I don't know what to think. Help!
::For a concise (20 page) introduction to Deming, see chapter one (entitled Deming-The Man and his Mission) of Mary Walton's book The Deming Management Method 1986, Putnum Publishing  mydogategodshat 23:43, 16 October 2005 (UTC)
thread_title: Too hasty?

message: Hey, God's Hat: want to work on this article together? Me just cutting and pasting parts that look strange, isn't getting the job done! Uncle Ed 01:12, 17 October 2005 (UTC)
thread_title: Teamwork

message: I think it would be useful if the page could contain more links referring in deeper to Demings methods and how they can be applied. Could someone please add some useful external links. Thanks, Evolve2k
:21May06: I have added section "Concepts and Quotations" for Deming's methods, including the phrase "Shewhart Cycle" (those phrases can then be searched elsewhere/everywhere). -Wikid77 21:54, 21 May 2006 (UTC)
thread_title:  More links about Deming methods 

message: Though i am a Managemet Student, I belong to the school of thought that the aim of every organisation and the management therein (which I see as the Spinal Cord)is to fulfil an objective which varies from one organisation to the other.
There is always an objective to work towards and achieve. Some manamgement's objective is solely  the provision of goods and services and others, services to the public (This is to meet the first 4 lower levels of the Maslow's heirarchy of needs). Some have Profit making objectives and others are non profitable (but only for charitable courses). In fact, some are just to satisfy the higher level of Marslow's herachy of needs (Actualisation Purpose).
The overall achivement of this objective as agreed by the Proprietors (largely, the Board of Directors - Management) is dependent on time, pulic demand, supply of machine, money, and labour and their collective orientation.
I however agree with W Edwards Deming's theory which I call the quality of management's purpose and objective. I like to state that there will be no management without an objective, vis a vis [? "face to face"], as management naturally will reate [create] a structure and strategies to achieving their type of objectives.
Tobi Akiode
(BSc Economics)
takiode@yahoo.com
:23May06 (months later): <FONT color="blue">I think Dr. Deming viewed MBO as, typically, the Machiavellian "The Ends justifies the Means" (Niccolo Machiavelli): for managers to want higher output & lower costs is natural, but "by what method? ..only the method counts" (Deming quote).  Dr. Deming gave many real-life examples of how the method (the Means) to achieve objectives was hideous:  destroying people's morale or selling parts of companies just to look profitable that year.  Then, look at Enron: faking profit by borrowing money in subsidiaries & re-paying on a deferred plan that delays huge expenses until later years?  Enron achieved its Management-By-Objective, but by what method?  Call the Deming System as "MBS": "Management by System" including the Means (methods/processes), the Ends (objectives + customer systems), and the Inputs (supplier systems) long-term, etc.  Many people have instantly argued against the Deming System, but then, after years, more people began to understand his extensive system of management.  The Deming System has so many facets that it takes time to understand.</font> -Wikid77 14:26, 23 May 2006 (UTC)
thread_title:  'No MBO, No Management Theory '