W. Edwards Deming Wiki, Biography, Net Worth, Read W. Edwards Deming Books, Quotes and Theory

By | April 5, 2021

Dr. William Edwards Deming was an American engineer, statistician, professor, author, lecturer, and management consultant. He is one of the widely acknowledged as the leading management thinker in the field of quality, he was a statistician and business consultant whose methods helped hasten Japan’s recovery after the Second World War and beyond. He derived the first philosophy and method that allowed individuals and organisations to plan and continually improve themselves, their relationships, processes, products and services. His philosophy is one of cooperation and continual improvement; it avoids blame and redefines mistakes as opportunities for improvement.

W. Edwards Deming Early Life

Dr. William Edwards was born in 1900 in Sioux City, William Edwards Deming was raised in Polk City, Iowa, on his grandfather Henry Coffin Edwards’s chicken farm, then later his father purchased a 40- acres farm in Powel, Wyoming. He was the son of William Albert Deming and Pluma Irene Edwards, His parents were well-educated and emphasized the importance of education to their children. Pluma had studied in San Francisco and was a musician. William Albert had studied mathematics and law. His University career started at the University of Wyoming where he achieved an engineering degree in 1921, followed by a Masters in mathematics and physics from the University of Colorado. He completed his studies at Yale University in 1928, where he was awarded a doctorate in mathematical physics. Deming then concentrated on lecturing and writing in mathematics, physics and statistics for the next 10 years. In 1936, he studied under Sir Ronald Fisher and Jerzy Neyman at University College, London, England.

Deming The Man - The W. Edwards Deming Institute

Deming’s 14 points for management

Deming created 14 points which provide a framework to developing knowledge in the workplace and can be used to guide long term business plans and aims. The points constitute not so much an action plan as a philosophical code for management. They have been extensively interpreted by as many commentators on quality, as on other management disciplines.

Deming’s 14 points

  • Create constancy of purpose toward improvement of product and service, with the aim of becoming competitive, staying in business and providing jobs.
  • Adopt the new philosophy. Western management must awaken to the challenge, must learn their responsibilities and take on leadership for change.
  • Cease dependence on mass inspection. Build quality into the product from the start.
  • End the practice of awarding business on the basis of price tag alone. Instead, minimise total cost. Move towards a single supplier for any item, based on a long-term relationship of loyalty and trust.
  • Improve constantly and forever the system of production and service to improve quality and reduce waste.
  • Institute training and retraining.
  • Institute leadership. The aim of supervision should be to lead and help people to do a better job.
  • Drive out fear so that everyone may work effectively for the company.
  • Break down barriers between departments. People in research, design, sales and production must work as a team, to foresee and solve problems of production.
  • Eliminate slogans, exhortations and targets for the workforce as they do not necessarily achieve their aims.
  • Eliminate numerical quotas in order to take account of quality and methods, rather than just numbers.
  • Remove barriers to pride of workmanship.
  • Institute a vigorous program of education and re-training for both the management and the workforce.
  • Take action to accomplish the transformation. Management and workforce must work together.
Champions of Sustainability: W. Edwards Deming | QAD Blog

Deming’s seven deadly diseases of management

Here, Deming describes the main barriers faced by management to improving effectiveness and continual improvement. He was referring here to US industry and their management practices.

  • Lack of constancy of purpose to plan products and services that will have a market and keep the company afloat.
  • An emphasis on short term profits and short term thinking (just the opposite from constancy of purpose to stay in business), fed by fear of unfriendly takeover, and by demand from bankers and owners for dividends.
  • Evaluation of performance and annual reviews.
  • Mobility of managers and job hopping.
  • Management by use only of available data.
  • High medical costs.
  • High costs of liability.

W. Edwards Deming Honors

In 1960, the Prime Minsiter of Japan Nobusuke Kishi, awarded Deming Janpan’s Order of the Sacred Treasure, second Class,

W. Edwards Deming Books

  • Out of the Crisis in 1982
  • The new economics for industry, government, education in 1993
  • The Essential Deming: Leadership Principles from the Father of Quality
  • System of profound knowledge inn 1992
  • Quality, productivity, and competitive position in 1982
  • Statistical adjustment of data in 1962
  • Some theory of sampling in 1950
  • Sample design in business research in 1960
  • The world of W. Edwards Deming in 1988
  • The best of Deming W. Edwards Deming
  • On Errors in Surveys W. Edwards Deming in 1944
  • Some Theories of Sampling W. Edwards Deming in 1967
  • Quotations of Dr. Deming: The Little Blue Book W. Edwards Deming
  • On the Statistical Theory of Errors W. Edwards Deming in 1934
  • The gamma and beta functions W. Edwards Deming in 1944
  • La eliminación de edades desconocidas en el censo de población de 1940 W. Edwards Deming in 1942
  • Population Statistics and Their Compilation W. Edwards Deming in 1925

W. Edwards Deming Inspirational & Motivational Quotes

  • It is not necessary to change. Survival is not mandatory. – W. Edwards Deming
  • Lack of knowledge… that is the problem. – W. Edwards Deming
  • Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them. – W. Edwards Deming
  • You should not ask questions without knowledge. – W. Edwards Deming
  • A bad system will beat a good person every time. – W. Edwards Deming
  • The prevailing – and foolish – attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he’s managing. A man with a financial background may know nothing about manufacturing shoes or cars, but he’s put in charge anyway. – W. Edwards Deming
  • Whenever there is fear, you will get wrong figures. – W. Edwards Deming
  • All anyone asks for is a chance to work with pride. – W. Edwards Deming
  • Learning is not compulsory… neither is survival. – W. Edwards Deming
  • I am forever learning and changing. – W. Edwards Deming
  • We are here to make another world. – W. Edwards Deming

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