Introduction^[1]

William Edwards Deming (14^th October 1900 – to 20^th December 1993) was an American business theorist, composer, economist, industrial engineer, management consultant, statistician, and writer. Educated initially as an electrical engineer and later specialising in mathematical physics, he helped develop the sampling techniques still used by the United States Census Bureau and the Bureau of Labor Statistics. He is also known as the father of the quality movement and was hugely influential in post-WWII Japan (see below), credited with revolutionising Japan’s industry and making it one of the most dominant economies in the world.^[2] He is best known for his theories of management.^[3]

In Japan, W. Edwards Deming is highly revered for his pivotal role in the country’s post-World War II industrial recovery and transformation into a global leader in quality manufacturing. The Japanese view of Deming is deeply respectful and admiring, largely because of his contributions to improving manufacturing processes, product quality, and organisational management.

Image: W. Edwards Deming
Citation: W. Edwards Deming. (2024, January 26). In Wikipedia. https://en.wikipedia.org/wiki/W._Edwards_Deming
Attribution: FDA, Public domain, via Wikimedia Commons

Deming introduced statistical quality control methods to Japanese industry in the 1950s. His teachings and principles were instrumental in revolutionising Japanese manufacturing practices, emphasising continuous improvement, quality control, and customer satisfaction. Deming’s approach helped Japanese companies achieve remarkable levels of quality and efficiency, which played a significant role in the rapid growth of Japan’s economy and its reputation for high-quality products.

In recognition of his contributions, the Union of Japanese Scientists and Engineers (JUSE) established the Deming Prize in 1951, one of the highest awards for quality in Japan. The Deming Prize is awarded to individuals and companies that have made significant contributions to the study and application of total quality management (TQM). The establishment of this Prize signifies the deep respect and gratitude Japan holds for Deming’s work and his impact on the country’s industrial sector.

Deming’s No. 1 Rule
Create constancy of purpose for improving products and services by:

• Planning for Quality in the Long-Term; and
• Don’t just do the same things better – find better things to do.

Deming, primarily known for his revolutionary work in quality management and statistical methods, profoundly influenced manufacturing practices and business philosophies worldwide. His pioneering approach to quality control, emphasising process improvement and statistical analysis, set the foundation for what would later be known as Total Quality Management (TQM).

Deming’s philosophy and methods have left a lasting legacy in Japan, influencing not just the manufacturing industry but also the broader business culture, emphasising the importance of quality, precision, and continuous improvement. His work has had a profound and enduring impact, making him a revered figure in Japan’s history of industrial development. This paper is about the man, his work and his legacy.

About the Man and His Work
W. Edwards Deming was a prominent American statistician, professor, author, lecturer, and consultant, well-known for his significant contributions to the field of quality management and for his role in the post-World War II industrial revival of Japan. Deming’s work laid the foundation for contemporary quality control practices and the development of the philosophy known as “Total Quality Management” (TQM).

While working under Gen. Douglas MacArthur as a census consultant to the Japanese government, Deming was asked to present a short seminar on statistical process control (SPC) methods to members of the Radio Corps, at the invitation of Homer Sarasohn^[4]. During this visit, Deming was contacted by the Union of Japanese Scientists and Engineers (JUSE) to talk directly to Japanese business leaders, not about SPC, but about his theories of management, returning to Japan for many years to consult. Later, he became a professor at New York University, while engaged as an independent consultant in Washington, D.C.

Career
Before 1945, W. Edwards Deming’s career and contributions were primarily centred around statistical theory, academic teaching, and government service, laying the groundwork for his later impact on quality management and manufacturing processes. His early career and activities include:

Education and Early Career

• Education: Deming completed his BS in electrical engineering from the University of Wyoming at Laramie in 1921, an M.S. from the University of Colorado in 1925, and a Ph.D. in mathematical physics from Yale University in 1928. His academic pursuits already indicated his interest in applying statistical methods to real-world problems.
• Academic Teaching: After earning his Ph.D., Deming taught at several universities, including New York University (NYU) and Columbia University, where he began to focus on statistical studies.

Before his monumental work in post-WWII Japan, Deming’s contributions to statistical theory and application significantly impacted American manufacturing during WWII. His methods improved production quality and efficiency, laying the groundwork for his later work in quality management.

Government Service

• US Department of Agriculture: Deming worked at the United States Department of Agriculture (USDA) where he applied statistical methods to agricultural research and experiments. This period was significant for his early work in developing new statistical techniques.
• Census Bureau: Deming played a crucial role in the application of statistical methods to the United States Census. His work in the early 1940s with the Census Bureau was groundbreaking, as he introduced sampling techniques that improved the efficiency and accuracy of the census process.

Contributions to Statistical Theory and Quality Control

• Statistical Process Control (SPC): Deming was instrumental in developing and promoting the use of Statistical Process Control, a method that uses statistical methods to monitor and control manufacturing processes. This would later become a cornerstone of quality management practices.
• World War II Efforts: During World War II, Deming was involved in quality and productivity improvement efforts for the US military. His work included teaching statistical methods to engineers and workers as part of the war effort, which helped improve the quality of war materials and equipment.

Seminars and Workshops

• Training Courses: Deming conducted seminars and workshops on the use of statistics in industrial production and research. His courses were attended by engineers, scientists, and statisticians, spreading his ideas on quality and statistical methods.

Deming Quotation
“Transformation is not automatic. It must be learned; it must be led.”

Throughout these early years, Deming was developing the concepts and methods that would later revolutionise post-war Japanese manufacturing and significantly influence the global approach to quality management. His early work laid a solid foundation for his later achievements and established his reputation as a leading thinker in the application of statistical methods to quality control and management.

Deming System of Profound Knowledge
Deming’s philosophy and methodologies emphasised the importance of quality in organisational processes, advocating for continuous improvement (known in Japanese as “Kaizen”) and the application of statistical methods to achieve it. He is best known for his “Deming System of Profound Knowledge,” which outlines a holistic approach to leadership and management, focusing on four interrelated areas:

• Appreciation for a system: Understanding the organisation as a system and how processes work within it.
• Knowledge of variation: Recognising the causes of variation in quality and using statistical methods to control it.
• Theory of knowledge: Understanding the concepts and theories that underpin management and leadership practices.
• Psychology: Acknowledging the human aspects of change and how to motivate people to achieve quality improvements.

Image: The PDCA Cycle Model
Citation: Quality management. (2024, January 4). In Wikipedia. https://en.wikipedia.org/wiki/Quality_management
Attribution: Karn-b – Karn Bulsuk (http://www.bulsuk.com). Originally published at http://www.bulsuk.com/2009/02/taking-first-step-with-pdca.html , CC BY 4.0 <https://creativecommons.org/licenses/by/4.0&gt;, via Wikimedia Commons

Deming is also famous for the “Deming Cycle” or PDCA (Plan-Do-Check-Act) cycle, a continuous loop of planning, doing, checking (or studying), and acting, which promotes ongoing improvement in processes and products.

Deming introduced specific statistical methods to monitor and control product quality. The Shewhart Cycle, or PDCA (Plan-Do-Check-Act), became a cornerstone of continuous improvement processes. Additionally, his work with control charts allowed businesses to detect and correct variations in manufacturing processes before they became defects.

Japan
In Japan, his teachings were widely embraced by business leaders and were instrumental in the remarkable growth and quality improvement of Japanese products post-World War II. In recognition of his contributions, the Union of Japanese Scientists and Engineers (JUSE) established the Deming Prize in 1951, an award given to individuals and companies that have made significant advances in quality improvement.

Beyond manufacturing, Deming’s principles profoundly influenced corporate culture within Japanese companies, fostering a holistic approach to quality that permeated every aspect of business operations, from leadership to the production floor.

Deming Quotation
“Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process. Improve quality, you automatically improve productivity.”

Expanded Influence in Global Quality Management
While W. Edwards Deming is most renowned for his work in Japan, his principles have transcended borders, influencing quality management practices worldwide. His philosophies have been integrated into various industries, from automotive to healthcare, showcasing their versatility and impact. For instance, companies in Europe and the Americas have adopted Deming’s Total Quality Management (TQM) to streamline operations and enhance customer satisfaction. This global adoption underscores the universal applicability of his approach to quality.

Comparison with Other Quality Philosophies
Deming’s work is often mentioned alongside other quality pioneers like Joseph M. Juran^[5] and Kaoru Ishikawa^[6]. While all shared a commitment to quality, Deming’s unique focus on systemic change and the importance of a statistical approach to quality control set him apart. Unlike Ishikawa’s cause-and-effect diagrams or Juran’s quality trilogy, Deming’s System of Profound Knowledge offers a holistic framework, emphasising the interdependence of systems, knowledge, psychology, and variation in organisational improvement.

Deming’s Impact on Organisational Culture
Deming championed a culture of quality that extended beyond the manufacturing floor to every aspect of an organisation. He believed in creating environments where every employee is engaged in the pursuit of quality and continuous improvement. This culture shift, moving towards collaborative, cross-functional teams focused on quality, has been a cornerstone of organisations that lead in their respective industries.

Employee Empowerment
A key aspect of Deming’s legacy is his advocacy for employee empowerment. By encouraging companies to harness the potential of their workforce through training, education, and involvement in decision-making processes, Deming helped foster a sense of ownership among employees. This empowerment has led to innovations in product and process improvements, directly contributing to organisational success.

Theoretical Contributions and Innovations
While Deming’s theories have profoundly influenced quality management, they have not been without critique. Some have argued that his methodologies require a level of statistical understanding that may be beyond the grasp of the average worker, potentially limiting their applicability. However, the evolution of Deming’s ideas, from his early work on statistical process control to his later emphasis on leadership and organisational culture, demonstrates a thinker continuously refining his approach to meet the complexities of modern industry.

Modern Relevance and Application
In the digital age, Deming’s principles remain highly relevant. The rise of data analytics and big data offers new opportunities to apply statistical methods to quality control, while his emphasis on continuous improvement aligns with agile methodologies in software development. Moreover, as organisations increasingly recognise the importance of sustainability, Deming’s focus on efficiency and waste reduction offers valuable insights into achieving these goals.

Sustainability and Quality Management
Deming’s philosophy also intersects with contemporary concerns around sustainability. By advocating for processes that reduce variability and inefficiency, Deming’s approach can contribute to more sustainable business practices, minimising waste and optimising resource use. This alignment with environmental goals highlights the enduring relevance of Deming’s work in addressing some of today’s most pressing challenges.

Attestation of Industry Leaders
Testimonies from leaders across industries attest to Deming’s lasting influence. Many credit Deming’s seminars and writings with transforming their approach to leadership and quality management. These personal reflections underscore the profound impact Deming has had on individuals and organisations alike, inspiring a commitment to quality that transcends generations.

Deming Quotation
“The greatest waste … is failure to use the abilities of people…to learn about their frustrations and about the contributions that they are eager to make.”

While Deming’s methodologies have been widely celebrated, they also pose challenges, including the need for significant cultural shifts within organisations and the potential for misinterpretation of his statistical methods, leading to inconsistent application and outcomes.

To illustrate the profound impact of W. Edwards Deming’s work through specific examples, let’s consider testimonies and reflections from notable leaders and organisations that have been influenced by his teachings:

• Ford Motor Company: Alan Mulally, former CEO of Ford Motor Company, often cited Deming’s principles as instrumental in the company’s turnaround during the late 2000s. Under Mulally’s leadership, Ford adopted a quality-first approach, focusing on continuous improvement and systemic management changes inspired by Deming’s philosophies. This shift helped Ford avoid bankruptcy and achieve profitability without government bailouts during the financial crisis.
• Toyota Motor Corporation: Akio Toyoda, President of Toyota, has spoken about the influence of Deming’s quality management principles on Toyota’s production system. Toyota’s renowned Lean Manufacturing and Just-In-Time (JIT) production methods are deeply rooted in Deming’s teachings on efficiency, quality, and respect for people. Toyota’s commitment to continuous improvement (Kaisen) and its status as a global leader in automotive quality can be traced back to Deming’s influence.
• Xerox Corporation: David Kearns, CEO of Xerox in the 1980s, credited Deming’s principles with saving Xerox from severe quality and competitiveness challenges. Kearns embraced Total Quality Management (TQM) based on Deming’s teachings, focusing on customer satisfaction, employee involvement, and continuous improvement. This strategic shift helped Xerox regain its market leadership and achieve the prestigious Malcolm Baldrige National Quality Award.
• NASA, the National Aeronautics and Space Administration: NASA has applied Deming’s principles to improve its systems engineering and project management processes. By focusing on quality and statistical methods to reduce variability and improve reliability, NASA has enhanced the success rates of its missions. Leaders within NASA have acknowledged the value of Deming’s approach in achieving the high standards required for space exploration.
• Health Care Industry: Donald Berwick, former Administrator of the Centers for Medicare and Medicaid Services (US) and co-founder of the Institute for Healthcare Improvement, has been a vocal advocate for applying Deming’s principles to healthcare. Berwick’s work in promoting quality improvement in healthcare settings has been directly inspired by Deming’s focus on system-wide changes, continuous improvement, and patient-centred care.
• British Airways (BA): BA undertook significant quality improvement initiatives in the late 1980s and 1990s, influenced by Deming’s principles of Total Quality Management (TQM). The airline focused on enhancing customer service and operational efficiency, applying Deming’s ideas to improve its performance and competitiveness in the global airline industry.
• Rolls-Royce Aerospace: Rolls-Royce Aerospace division has applied Deming’s quality management principles to its manufacturing processes, particularly in its commitment to continuous improvement and the pursuit of excellence in engine production. Deming’s influence is evident in the company’s rigorous quality control and innovation practices, which have made it a leader in the aerospace industry.
• National Health Service (NHS): In the UK, the NHS adopted quality improvement frameworks inspired by Deming’s work, particularly in patient care and hospital management. Initiatives such as the NHS Quality Improvement Scotland (NHS QIS) and various patient safety programs reflect Deming’s emphasis on continuous improvement, system thinking, and the importance of data in decision-making.
• Volvo Group: The Volvo Group, a Swedish multinational manufacturing company, has implemented Deming’s principles in its quality and operational processes. Volvo’s focus on quality improvement, employee involvement, and customer satisfaction mirrors Deming’s teachings and has contributed to the company’s reputation for reliability and excellence in automotive and equipment manufacturing.

Deming Quotation
“Manage the cause, not the result. If you do not know how to ask the right question, you discover nothing.”

• Bosch Group: Bosch, a leading global supplier of technology and services based in Germany, has embraced Deming’s quality management philosophies in its production systems and corporate culture. Bosch’s commitment to innovation, quality, and sustainability is aligned with Deming’s principles, driving continuous improvement and customer satisfaction.

In Europe, companies such as Siemens AG have applied Deming’s principles to enhance product reliability and customer satisfaction, demonstrating the adaptability of his philosophies across different industries and cultural contexts.

These examples demonstrate that Deming’s influence on quality management is not limited to any single region or industry. His philosophies have been integrated into the fabric of organisations worldwide, including in the UK and Europe, where they continue to guide improvements in quality, efficiency, and customer satisfaction. These examples demonstrate how Deming’s teachings have transcended industries, from automotive to healthcare, and have been instrumental in guiding leaders towards practices that prioritise quality, efficiency, and continuous improvement. His legacy is evident in the lasting changes he inspired in these organisations and the broader shift towards quality management in industries worldwide.

Deming’s Vision for the Future of Management
Looking forward, Deming’s vision for management emphasises adaptability, continuous learning, and an unwavering focus on quality. In a world characterised by rapid change and increasing complexity, these principles serve as a guide for organisations seeking to innovate and excel. Deming’s legacy, therefore, is not just in the methodologies he developed but in the mindset he championed—a mindset that continues to shape the future of quality management and organisational excellence.

Miscellany
Deming’s advocacy of the Plan-Do-Study (or Check)-Act cycle, his 14 Points and Seven Deadly Diseases have had tremendous influence outside manufacturing and have been applied in other arenas of business and healthcare. Here’s a brief explanation of them:

The Plan-Do-Study-Act (PDSA) Cycle
The Plan-Do-Study-Act (PDSA) Cycle, also known as the Deming Cycle or Shewhart Cycle, is a continuous loop of planning, doing, studying (or checking), and acting, which is used to achieve improvement in processes or products. It’s a fundamental part of Total Quality Management (TQM) and continuous improvement strategies:

Plan

• Identify a Problem or Opportunity for Improvement: Begin by identifying a specific process or product that needs improvement. Define the problem clearly and gather relevant data.
• Analyse the Process: Understand the current process thoroughly, using data and process analysis tools to identify root causes of the problem.
• Develop a Plan: Based on the analysis, develop a plan to address the root causes. This plan should include clear objectives, the steps needed to carry out the plan, responsibilities, and a timeline.

Do

• Implement the Plan on a Small Scale: Execute the plan on a small scale to test its effectiveness. This controlled implementation makes it easier to observe results and minimise disruption to regular operations.

Study (or Check)

• Evaluate the Results: After implementing the plan, assess the outcomes. Compare the results against the expected objectives to see if there was an improvement. Use data and tools to analyse whether the changes made had the desired effect.
• Learn from the Data: This step is crucial for understanding what worked and what didn’t. The learning informs how the process can be adjusted for better results.

Act

• Adapt the Process Based on Feedback: If the plan was successful, consider implementing the changes on a wider scale. If the plan did not achieve the desired results, use the insights gained to refine the approach. This might involve starting the cycle again with a revised plan.
• Standardise the Improvement: For successful changes, update the standard operating procedures to include the new methods. Train personnel on the new process to ensure consistency and maintain the improvements.

The strength of the PDSA cycle lies in its iterative nature, promoting continuous improvement. By systematically going through these stages, organisations can make incremental improvements that lead to significant enhancements in quality and efficiency over time. This cycle emphasises a scientific approach to problem-solving, where hypotheses are tested in a controlled manner, and decisions are made based on empirical evidence.

Deming’s 14 Points for Management
W. Edwards Deming’s 14 Points for Management are a set of guiding principles for improving business effectiveness, quality, and productivity. Introduced in his seminal work, “Out of the Crisis” (1982), these points lay the foundation for what has come to be known as Total Quality Management (TQM). Deming’s 14 Points are not only a blueprint for organisational transformation but also a philosophy that emphasises continuous improvement, leadership responsibility, and the reduction of variability in processes. Here’s a summary of the core concepts:

1. Create Constancy of Purpose
Focus on long-term planning rather than short-term profits, with an emphasis on quality and sustainability to ensure the organisation’s future.

2. Adopt the New Philosophy
Embrace a new approach that prioritises quality and customer satisfaction to stay competitive in the global market.

3. Cease Dependence on Mass Inspection
Shift from detecting defects through mass inspections to preventing defects by improving the production process.

4. End the Practice of Awarding Business on Price Tag Alone
Choose suppliers based on quality rather than price alone to ensure quality materials and components, fostering long-term relationships.

5. Improve Constantly and Forever
Commit to continuous improvement of processes, products, and services to achieve quality and productivity improvements.

6. Institute Training on the Job
Provide employees with job-specific training to improve their skills and understanding of their role in achieving quality.

7. Institute Leadership
Leadership should aim to help people and machines do a better job. Leadership is about guidance and support, not merely supervision.

8. Drive Out Fear
Create an environment that encourages open communication and empowers employees to express ideas and ask questions without fear of reprisal.

9. Break Down Barriers Between Departments
Promote teamwork and communication across departments to solve problems more effectively and optimise the production process.

10. Eliminate Slogans, Exhortations, and Targets
Avoid setting targets without providing the methods to achieve them. Slogans and generic exhortations do not contribute to quality improvement.

11. Eliminate Numerical Quotas
Remove quotas that emphasise quantity over quality. Focus on quality and the process improvements will lead to increased productivity.

12. Remove Barriers to Pride of Workmanship
Eliminate policies and practices that hinder workers’ ability to take pride in their work, such as poor working conditions or inadequate tools.

13. Institute a Vigorous Program of Education and Self-Improvement
Encourage and provide opportunities for continual learning and development for all employees.

14. Put Everybody in the Company to Work to Accomplish the Transformation
The transformation is everybody’s job. Success requires participation and commitment from all levels of the organisation.

Implementing Deming’s 14 Points involves a cultural and philosophical shift within an organisation. It requires a commitment from top management to lead by example, fostering an environment where quality and improvement are part of everyone’s job description. The principles are interrelated and should be adopted as a comprehensive approach rather than in isolation.

Deming Quotation
“Put a good person in a bad system and the bad system wins, no contest. It is not necessary to change. Survival is not mandatory.”

The effectiveness of these points lies in their collective application, leading to a systemic change that addresses the underlying causes of inefficiencies and quality issues. By focusing on process improvement, employee empowerment, and customer satisfaction, organisations can drive significant improvements in quality, productivity, and competitiveness.

The Seven Deadly Diseases
Deming identified the “Seven Deadly Diseases” as major obstacles that hinder an organisation’s performance and its ability to achieve continuous improvement. These diseases are systemic problems that Deming believed were prevalent in many businesses, particularly in Western management practices. Addressing these diseases is crucial for organisations seeking to implement Deming’s philosophies and improve overall quality and productivity. Here’s a summary of each of the Seven Deadly Diseases:

1. Lack of Constancy of Purpose
An absence of long-term planning and focus on short-term profits rather than quality and sustainable development. This short-sightedness prevents organisations from investing in the future.

2. Emphasis on Short-Term Profits
A focus on immediate financial performance at the expense of building a quality product and a sustainable business model. This often leads to cost-cutting measures that can compromise quality and customer satisfaction.

3. Evaluation by Performance, Merit Rating, or Annual Review
The practice of evaluating an individual’s performance through subjective appraisals or comparisons, which can undermine teamwork and promote fear, stifling innovation and continuous improvement.

4. Mobility of Management
Frequent changes in management lead to a lack of understanding of the organisation’s processes and problems. This can disrupt long-term planning and consistency of purpose.

5. Running a Company on Visible Figures Alone
Focusing solely on quantifiable data and ignoring important but intangible factors, such as employee morale and customer satisfaction, which can significantly impact the organisation’s long-term success.

6. Excessive Medical Costs
For American companies specifically, Deming pointed out the high burden of medical costs as a competitive disadvantage. This can be generalised to any unsustainable cost that drains resources away from investment in quality improvement and innovation.

7. Excessive Costs of Warranty
Failing to understand the total cost of defects, including warranty claims and customer dissatisfaction. High warranty costs are a symptom of poor quality control and a lack of emphasis on continuous improvement.

Addressing the Seven Deadly Diseases requires a holistic approach to organisational change. Deming advocated for a shift in management philosophy that focuses on long-term goals, quality improvement, and respect for people. Organisations can begin by critically assessing their practices to identify where these diseases are manifesting. Solutions might involve:

• Developing a clear, long-term vision focused on quality and sustainability.
• Shifting focus from short-term financial metrics to long-term health and growth of the company.
• Replacing traditional performance appraisals with systems that promote teamwork and continuous improvement.
• Stabilising management and ensuring leaders are well-versed in the company’s operations and committed to its principles.
• Using a balanced set of performance measures that include both quantitative and qualitative metrics.
• Managing costs intelligently to ensure investments in quality and innovation are not compromised.
• Emphasising quality throughout the product lifecycle to reduce warranty costs and enhance customer satisfaction.

Deming Quotation
“Two basic rules of life are:

(1) Change is inevitable.

(2) Everybody resists change.”

By systematically addressing these diseases, organisations can create an environment that fosters continuous improvement, enhances quality, and ensures long-term success.

Six Sigma
Deming is best known for his work in Japan after World War II, where he taught top business managers how to improve design, product quality, testing, and sales through various methods, including statistical process control (SPC), a cornerstone of the Six Sigma methodology. His philosophy is encapsulated in his 14 Points for Management, which advocates for continuous improvement and the elimination of wasteful practices. He did not directly work with Six Sigma.

His work primarily focused on improving process quality and management practices, which laid the groundwork for many quality improvement methodologies, including Six Sigma. However, Deming’s principles and the Six Sigma methodology, developed in the 1980s by Motorola, share common goals of reducing defects and improving quality.

While Deming did not work with Six Sigma directly, Six Sigma practitioners draw heavily on Deming’s principles. For example, Six Sigma’s DMAIC process (Define, Measure, Analyze, Improve, Control) for improving existing processes has roots in Deming’s Plan-Do-Study-Act (PDSA) cycle for continuous quality improvement. Additionally, the focus on statistical analysis in Six Sigma is a direct descendant of Deming’s emphasis on the use of statistical methods for process control and improvement. For further information on Six Sigma, you may wish to access my paper on the subject, at: https://martinpollins.com/2023/07/11/six-sigma-a-powerful-management-tool/

Conclusions: The Enduring Legacy of W. Edwards Deming
W. Edwards Deming’s contributions to the field of quality management and organisational development are immeasurable. His philosophies, grounded in a deep respect for the potential of every employee and the power of informed leadership, have left an indelible mark on industries around the world. As businesses continue to navigate the challenges of the 21^st century, Deming’s principles offer a roadmap for achieving excellence through a steadfast commitment to quality, continuous improvement, and sustainable practices. His legacy endures as a testament to the transformative power of visionary leadership and the enduring importance of quality in all aspects of organisational life.

Image: Drawing representing W. Edwards Deming teaching/lecturing.
Drawn by DALL-E, a subset of ChatGPT, March 2024

Deming Quotation
“Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.”

Despite being American, Deming’s impact was initially more pronounced in Japan than in his home country. However, by the 1980s, his principles gained significant recognition in the US, influencing quality improvement efforts in various industries, including manufacturing, healthcare, and education.

W. Edwards Deming, a pivotal figure in 20^th century industrial development, significantly influenced Japan’s post-World War II economic recovery. His quality-centric philosophy transformed Japan from a war-ravaged nation into a hub of technological innovation and leadership by the century’s end. Deming advocated for prioritising quality over mere production volume, a principle eagerly adopted by Japanese business leaders. This approach culminated in the development of world-renowned production systems, like the Toyota Production System, marking Japan’s rise as a global manufacturing powerhouse.

Deming’s work has left a lasting legacy on the global approach to quality management, emphasising that improving quality can lead to reduced costs, better productivity, and ultimately, higher customer satisfaction. His teachings continue to influence management and quality improvement practices around the world. The evolution of quality management will undoubtedly build upon his legacy, adapting his timeless principles to meet the needs of future generations.

Further Relevant Reading

• https://deming.org/deming-the-man/
• https://en.wikipedia.org/wiki/W._Edwards_Deming
• https://martinpollins.com/2023/07/11/six-sigma-a-powerful-management-tool/
• https://motleybytes.com/w/W_Edwards_Deming_quotes
• https://www.britannica.com/biography/W-Edwards-Deming
• https://www.encyclopedia.com/people/social-sciences-and-law/business-leaders/william-edwards-deming
• https://www.researchgate.net/publication/281297714_Theory_of_profound_Knowledge_by_Deming
• https://www.toolshero.com/toolsheroes/william-edwards-deming/

Books

• Deming Management at Work, by Mary Walton and W. Edwards Deming (1991), published by Mercury Business Books, available from https://www.amazon.co.uk/Deming-Management-Work-Mary-Walton/dp/1852511206
• Deming’s Profound Changes: When Will the Sleeping Giant Awaken, by Delavigne and J. Daniel Robertson (2008), published by Pearson Technology Group, available from https://www.amazon.com/Demings-Profound-Changes-Sleeping-Awaken/dp/0132926903
• Demings Road to Continual Improvement, by William W. Scherkenbach (1991), published by Atlantic Books., available from https://www.amazon.co.uk/Demingss-Road-Continual-Improvement-Sherkenbach/dp/0945320108
• Dr. Deming: The American Who Taught the Japanese About Quality, by Rafael Aguayo (1991), published by Touchstone, available from https://www.amazon.co.uk/Dr-Deming-American-Japanese-Quality/dp/0671746219
• Everyday Heroes: From Taylor to Deming: The Journey to Higher Productivity, by Howard S. Gitlow and Shelly J. Gitlow (1993), published by Dorset House Publishing Company, available from https://www.amazon.co.uk/Everyday-Heroes-Quality-Movement-Productivity/dp/0932633269
• Four Days with Dr. Deming: A Strategy for Modern Methods of Management, by William J. Latzko and David M. Saunders (1995), published by Pearson, available from https://www.amazon.co.uk/Four-Days-Dr-Deming-Reengineering/dp/0201633663
• Fourth Generation Management: The New Business Consciousness, by Brian L. Joiner, (1994), published by McGraw-Hill, available from https://www.amazon.co.uk/Four-Days-Dr-Deming-Reengineering/dp/0201633663
• Keys to Excellence: The Story of the Deming Philosophy (3rd ed.), by Nancy Mann (2000), published by Management Books 2000 Ltd., available from https://www.amazon.co.uk/Keys-Excellence-Deming-Philosophy/dp/1852523239/
• Managing with profound knowledge: A management process based on the Deming management theory, by Harold S. Haller (1993), published by Harold S. Haller & Company, available from https://www.amazon.co.uk/Managing-profound-knowledge-management-process/dp/B0006R22PS
• Out of the Crisis: reissue, by W. Edwards Deming (Author), Kevin Edwards Cahill (Contributor), Kelly L. Allan (Contributor) (2018), published by MIT Press, available from https://www.amazon.co.uk/Out-Crisis-Press-Edwards-Deming/dp/0262535947/
• Punished By Rewards: The Trouble with Gold Stars, Incentive Plans, A’s, Praise, and Other Bribes, by Alfie Kohn (2018), published by HarperOne, available from https://www.amazon.co.uk/Punished-Rewards-Twenty-fifth-Alfie-Kohn/dp/132845052X
• Scoring a Whole in One: People in EnterPrize Playing in Concert, by Edward Martin Baker (1999), published by Crisp Publications Inc., available from https://www.amazon.co.uk/Scoring-Whole-One-EnterPrize-management/dp/1560525495
• Some Theory of Sampling, by W. Edwards Deming, (1985), published by Dover Publications Inc., available from https://www.amazon.co.uk/Some-Theory-Sampling-W-Edwards-Deming/dp/048664684X
• Statistical Adjustment of Data (Dover Books on Mathematics), by W. Edwards Deming (1985), published by Dover Publications Inc., available from https://www.amazon.co.uk/Statistical-Adjustment-Dover-Books-Mathematics/dp/0486646858
• The Deming Dimension, by Henry R. Neave (1990), published by SPC Press, Inc., available from https://www.amazon.co.uk/Deming-Dimension-Henry-R-Neave/dp/0945320361
• The Deming Guide to Quality and Competitive Position, by Howard S. Gitlow, and Shelly J. Gitlow (1987), published by Prentice Hall Trade, available from https://www.amazon.co.uk/Deming-Achieving-Quality-Competitive-Position/dp/0131984411
• The Deming Management Method: The Bestselling Classic for Quality Management, by Mary Walton (1988), published by TarcherPerigee, available from https://www.amazon.co.uk/Deming-Management-Method-Bestselling-Classic/dp/0399550003/
• The Deming Route to Quality and Productivity: Road Maps and Road Blocks, by William W. Scherkenbach (Author) and W. Edwards Deming (Foreword) (1991), published by Mercury Business Books, available from https://www.amazon.co.uk/Deming-Route-Quality-Productivity-Blocks/dp/185251082X
• The Essential Deming: Leadership Principles from the Father of Quality, by W. Edwards Deming (2023), edited by Joyce Nilsson Orsini, PhD, published by McGraw Hill, available from https://www.amazon.co.uk/Essential-Demming-PB-Edwards-Deming/dp/1266046445/
• The Improvement Guide: A Practical Approach to Enhancing Organizational Performance, by Gerald J. Langley, Kevin M. Nolan, Clifford L. Norman, Lloyd P. Provost and Thomas W. Nolan (2009), published by Jossey-Bass, available from https://www.amazon.co.uk/Improvement-Guide-Practical-Organizational-Performance/dp/0470192410
• The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America, by Andrea Gabor (1992), published by Penguin, available from https://www.amazon.co.uk/Man-Who-Discovered-Quality-America/dp/0140165282/
• The New Economics for Industry, Government, Education by W. Edwards Deming (2000), published by MIT Press, available from https://www.amazon.co.uk/New-Economics-Industry-Government-Education/dp/0262541165
• The World of W. Edwards Deming, by Cecelia S. Kilian (Author), W. Edwards Deming (Author) (1992), published by SPC Press, available from https://www.amazon.co.uk/World-W-Edwards-Deming/dp/0945320299/
• What would Deming do? Nurture great organizations and societies guided by W. Edwards Deming’s best quotes, by W. Edwards Deming and Niels Pflaeging (2023), published by BetaCodex Press, available from https://www.amazon.co.uk/What-would-Deming-organizations-societies/dp/3948471207/

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End Notes and Explanations

1. Source: Compiled from my research using information at the sources stated throughout the text, together with information provided by machine-generated artificial intelligence at: bing.com [chat] and https://chat.openai.com and elsewhere. ↑
2. Sources: (1) “W. Edwards Deming of Powell, Wyo.: The Man Who Helped Shape the World”. www.wyohistory.org. Retrieved December 13, 2023, and (2) Rowen, Hobart (December 23, 1993). “Japan’s Secret: W. Edwards Deming”. Washington Post. ISSN 0190-8286. Retrieved December 13, 2023. Cited at https://en.wikipedia.org/wiki/W._Edwards_Deming ↑
3. Source: Best, M (August 1, 2005). “W Edwards Deming: father of quality management, patient and composer”. Quality and Safety in Health Care. 14 (4): 310–312. doi:10.1136/qshc.2005.015289. ISSN 1475-3898. Cited at https://en.wikipedia.org/wiki/W._Edwards_Deming ↑
4. Explanation: Homer Sarasohn, an IEEE Life Member, was an American engineer. When General Douglas MacArthur recruited him to re-establish the Japanese electronics industry, Mr. Sarasohn initiated the quality control standards for which Japan’s electronic industry became known. Source: https://en.wikipedia.org/wiki/Homer_Sarasohn ↑
5. Explanation: Joseph Moses Juran was a Romanian-born American engineer, management consultant and author. He was an advocate for quality and quality management and wrote several books on the topics. He was the brother of Academy Award winner Nathan Juran. Source: https://en.wikipedia.org/wiki/Joseph_M._Juran ↑
6. Explanation: Kaoru Ishikawa was a Japanese organisational theorist and a professor in the engineering faculty at the University of Tokyo who was noted for his quality management innovations. He is considered a key figure in the development of quality initiatives in Japan, particularly the quality circle. Source: https://en.wikipedia.org/wiki/Kaoru_Ishikawa. He created the Ishikawa (fishbone diagram), which Six Sigma Practitioners widely use today when analysing industrial processes. ↑