Philosophy, Concepts and Principles of Dr. W. Edwards Deming
Dr. Edwards Deming offered key principles and concepts, which management can consider for the significant improvement of an organization’s effectiveness. A multitude of these principles and concepts take a philosophical perspective while others are more programmatic. Nonetheless, all are transformative in nature. According to Deming, if management committed itself to these principles and concepts, productivity as well as quality in a business or an organization would improve. Below is the consideration of these concepts and principles.
The concept of “quality” has undergone an evolution that has seen it gain a meaning far more than a product’s integrity. In today’s management perspective, quality is representative of a philosophy, practices and a system of methodologies. It represents an ongoing commitment to the excellence of an organization that encompasses all organizational issues, and engages all members of an organization. Deming stresses the importance of the role of management, both individually and collectively, in the delivery of quality. He argues that problems associated with quality in the range of 80-90% are under the control of management, putting focus on an organization’s diverse cultural change and employee/management cooperation as the only way to achieving high quality.
According to Dr. Edwards Deming, quality in any business or organization can be achieved by reducing the gap between customer requirement and process performance. Based on this premise, Deming came up with a number of management’s deadly mistakes that contribute to quality crises in an organization. Among these mistakes he identified are that managers often make product plans that are deficient of consistency and purpose; that they focus on short-term thinking, and do not stick to one job and hop from one place to another. In a move to eliminate these mistakes and help businesses prosper, Deming developed fourteen points that management in any size or type of organization can follow. These points have contributed to the global success of many firms, such as P & G.
To exemplify some of these points, Deming requires managers to put aside their preoccupation today to make sure there is a tomorrow; they have to orient themselves to continuous improvement of products and services to meet the needs of customers and stay ahead of competition. They must have a constant innovative portfolio and commit resources to support innovation and continuous quality improvement. They have to remove barriers that stand in the way of their organization’s ability to produce quality products and services. Management has to institute contemporary methods of productions and supervision in order to ensure product quality. In addition, managers have to establish a structure in top management that will ensure that all of these points are followed on a daily basis.
Just like many quality experts who have developed methods of quality improvement, Deming came up with the six-sigma. The six-sigma is a method of quality improvement that covers product, process and quality, and employee-based improvements that can be carried out to ensure quality in an organization. It aims at improving business or organization processes and products by minimizing imperfections. This methodology combines several established methods of quality control. For example, it comprises of statistical process control, and design of experiments. SPC helps in the measurement and control of quality during the process of product or service production. Through the SPC, six-sigma can be used to obtain the quality data in the form of commodity or process measurement.
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