William Edwards Deming 's Success For Innovative High Quality Products And Its Economic Power

I am familiar with the first three measures because of my exposure in a multi-national corporation that incorporates the standards set by Japan hence I was involve in collaborating with key individuals with respect to ensuring a laborious process of quality improvement especially with the exportation of the produce. The case studies she presented on Baylor Health Care System as well as identifying the initiatives of Florida Hospital has allowed an illumination of the issues as hand as well as learning from the theories that they have applied that made the organization to this date fluid and competitive despite the many challenges. Albeit not being able to see her present the concept in class, she has in one way or the other involved me, the audience in the presentation that has steadily kept my attention all

The key ideas of Deming 's on quality lies in his understanding the importance of change. In Out of the crisis he states: “The key problem in both management and leadership is failing to understand the information in variation”.

References1.David A. Grarin, 1987 Competing on the eight Dimensions of Quality, Harvard Business school Review, Nov-Dec, Pp.101-109.

Chong, V. R. (2004). Total Quality Management, Market Competition and Organizational Performance. The British Accounting Review, 155 – 172.

Total quality management (TQM) is a management philosophy developed by Deming based on his experiences in US industry before and during the Second World War. The successive implementation of TQM by Japanese industry, but not by the USA, is widely credited for the former’s marvelous post‐war economic modernization and the current massive trade inequity between the two countries. Deming (1986) published a book entitled “Out of the Crisis”, in which he summarized his ideas and encouraged US industry to implement them as the Japanese had done so successfully. The TQM philosophy has also been promoted by a number of prominent writers, principally Crosby (1979, 1984), Ishikawa (1983, 1985) and Juran (1988, 1989).

Deming laid out a “quality improvement program” for companies such as Ford, GM, and Procter & Gamble, when invited to work with them to improve their quality.

{text:bookmark-start} Describe the quality efforts that have been applied to your organizational unit (including any ISO or QS certification programs) and assess the effectiveness of these efforts using Deming 's 14 points. To accomplish this, you should carefully analyze your organizational unit in regard to each of Deming 's 14 points, examining each point individually and noting what your organizational unit is doing in response to each of these points. Based on your analysis, develop a plan to address any shortcomings in the quality effort. Include the plan in your paper. This paper is due at the end of Week Three of the course. Content, style, and grammar are all important to the grade. Well-written papers with excellent

Dr. W. Edwards Deming was a well respected man because of his philosophy of management. He viewed management as a tool for success in any organization. Dr. Deming was an expert statistician and during World War II he helped the United States in its efforts to improve the quality of war materials. After World War II, Dr. Deming was invited by Japan to help rebuild. Japan had this reputation of producing cheap imitation products. Through the years and many visits by Dr. Deming, Japan was able to produce quality products. He is highly respected in Japan and respected also in the United States. Dr. Deming views on management is still understood and still used today.

Dr. W. Edwards Deming was born October 14, 1900 in Sioux City, Iowa. He grew up on a 300-acre farm near Des Moines, Iowa with his parents and brother. Until 1906, when the Deming Family relocated to Wyoming where they resumed farming and growing crops. In part to the farming lifestyle the Deming’s had, Dr. Deming grew to be quite frugal and was opposed to of any kind of waste. His demeanor was likely a result of the hard economic times in the early to mid-1900’s as well. Three years after the Deming’s took residence in Wyoming, their Daughter was born.

The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).

Once the war finished, the US government sent him to solve problems relating to agricultural production in Japan. Deming managed to convince the Japanese officials that the industrial uses of statistical methods can help improve production and boost to country’s economy. The job wasn’t easy, but Deming used his expertise and passion to get the officials on his side. As you might know,

Ishikawa was constantly mindful of the significance of top administration help, the kind of help from the top management is a key component in Japan's all-enveloping quality technique that Dr. Ishikawa named, "broad quality control", Dr. Ishikawa has worked with all top management and the lower management and including the whole administration team to teach quality control to secure they were able to give the best customer service as possible to their customers, and in the late 50's and in the early 60's, he created quality control courses for executives and for top directors, he additionally helped launch the Annual Quality Control Conference for top administration in 1963. As a part of the panel for the Deming Prize, Dr. Ishikawa created the thorough review framework that figures out if organizations meet all requirements for the prize, that review requires the interest of the organization's top executives, as stated by Dr. Ishikawa, that animated obvious support as opposed to the praise that runs with the prize is the greatest profit a champ gets.

Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements 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. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs.

William Edwards Deming earned his bachelor degree in electrical engineering from the University of Wyoming. He subsequently earned his master’s degree as well as his doctoral degree in mathematics and physics from the University of Colorado and Yale, respectively. This background in science and mathematics served as his foundation for statistics. Deming worked extensively in Japan after World War II and was recognized by the Deming Application Prize awarded by the Japanese Union of Scientists and Engineers (Evans, 2014).

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).