Deming, William Edwards

William Edwards Deming was born in Sioux City, Iowa , grew up in Polk City, Iowa on his grandfather Henry Coffin Edwards' chicken farm, and then on the Powell farm, Wyoming , bought by his father. Father - William Albert Deming. Mother - Plama Irene Edwards ( born Pluma Irene Edwards ) ^[4] .

• 1921 - Receives a degree in Electronics from the University of Wyoming .
• 1923 - 1925 - teaches physics at the Colorado School of Mines and receives a master's degree in mathematics and physics at the University of Colorado.
• 1925-1928 - studies at Yale University , where he receives a doctorate in mathematical physics.
• 1927 - joins the US Department of Agriculture , where he works until 1939 ^[5] .

First visited Japan in 1946 . His lectures on statistical quality control methods were received by senior managers of Japanese companies. The need to study and implement statistical control methods was recognized, and a process of mass training of managers was organized in Japan.

In recognition of the merits of E. Deming, in 1951, an award of his name was established in Japan, which has been awarded annually to companies for outstanding success in improving quality and to individuals for their significant contribution to the theory and practice of quality management. The award is issued in the form of a diploma and a silver medal with the profile of Dr. E. Deming.

Deming was married twice: in 1922 to Agnes Bell ( Eng. Agnes Bell ) (died in 1930); in 1932 at Lola Shupe ( English Lola Shupe ) (died in 1986). Daughters: Dorothy, adopted child (passed away in 1984), Diana and Linda. Seven grandchildren, three great-grandchildren ^[6] .

Dr. Deming was awarded the US National Medal in Technology, his name is carved into the Hall of Fame for his achievements in science and technology. In 1960, Dr. E. Deming was awarded the Order of the Sacred Treasure of the 2nd degree. This is one of the highest orders of Japan, awarded on behalf of the emperor.

In many countries of the world, associations of his name work.

The philosophy of William Edwards Deming is summarized as follows:

“Deming taught that by adopting appropriate management principles, organizations can improve quality and at the same time reduce costs (by reducing waste, remodeling, exhausting staff and litigation, while increasing customer loyalty). The key is to practice continuous improvement and present production as a system, and not as pieces and parts ” ^[7] .

In the 1970s, Deming's philosophy was summed up by some of his Japanese supporters as follows:

a) When people and organizations focus primarily on quality, as defined by the following relationship:

${\displaystyle \text{<span class="mwe-math-element"><span class="mwe-math-mathml-inline mwe-math-mathml-a11y" style="display: none;">Quality</span></span>}<span\; class="mwe-math-element"><span\; class="mwe-math-mathml-inline\; mwe-math-mathml-a11y"\; style="display:\; none;">=</span></span>\frac{\text{<span class="mwe-math-element"><span class="mwe-math-mathml-inline mwe-math-mathml-a11y" style="display: none;">Work results</span></span>}}{\text{<span class="mwe-math-element"><span class="mwe-math-mathml-inline mwe-math-mathml-a11y" style="display: none;">Total costs</span></span>}}}${\ displaystyle {\ text {Quality}} = {\ frac {\ text {Results}} {\ text {Costs, total}}}}   (eng:${\displaystyle \text{<span class="mwe-math-element"><span class="mwe-math-mathml-inline mwe-math-mathml-a11y" style="display: none;">Quality</span></span>}<span\; class="mwe-math-element"><span\; class="mwe-math-mathml-inline\; mwe-math-mathml-a11y"\; style="display:\; none;">=</span></span>\frac{\text{<span class="mwe-math-element"><span class="mwe-math-mathml-inline mwe-math-mathml-a11y" style="display: none;">Results of work efforts</span></span>}}{\text{<span class="mwe-math-element"><span class="mwe-math-mathml-inline mwe-math-mathml-a11y" style="display: none;">Total costs</span></span>}}}$ {\ displaystyle {\ text {Quality}} = {\ frac {\ text {Results of work efforts}} {\ text {Total costs}}}}   )

quality tends to increase and costs decrease over time.

b) However, when people and organizations focus mainly on “costs,” costs tend to increase, and quality decreases over time.

System of Profound Knowledge

“The current management style must go through a transformation. The system cannot understand itself. Transformation requires a view from the outside. The purpose of this chapter is to give a glance from the outside - a magnifier, which I call the system of deep knowledge. It provides us with a map of theory in order to understand the organizations we are working on. ”

“The first step is the transformation of personality. This conversion has no duration. It comes from the onset of understanding the system of deep knowledge. A person, being transformed, will begin to perceive a new meaning about his life, about events, about numbers, about the interaction between people. ”

“When a person reaches an understanding of the system of deep knowledge, he will apply its principles in any form of relationship with other people. He will have a basis for judging his own decisions and for transforming the organizations into which he is a member. The transformed personality will be:

• Set an example;
• A good listener, but will not compromise;
• Constantly teach other people; and
• To help people break out of their current practices and beliefs, and move on to a new philosophy without guilty feelings about the past. ”

Deming believed that all managers should possess what he called the Deep Knowledge System, which consists of four parts:

1. Understanding the system : understanding the whole process in which suppliers, manufacturers and consumers (or recipients) of goods and services are involved ( explained below );
2. Knowledge of the theory of variability : the separation of variations at the output of any process into general - system - causes and special or special reasons - random and fleeting interventions in the system;
3. Elements of the theory of knowledge : concepts that explain knowledge and the limits of what can be known.
4. Knowledge in the field of psychology : understanding of people.

Deming explained: “One does not need to be outstanding in any part of the in-depth knowledge in order to understand and apply it. 14 points of management in industry, education and government of the country naturally follow from the system of deep knowledge as its application in order to transform the modern style of Western management into a new optimized style. ”(P. 96 of the original).

“The various components of an in-depth knowledge system cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of the theory of variability. A manager working with people should understand that all people are different. This is not a ranking of people. He must understand that the effectiveness of each is determined mainly by the system in which he works, and the system is the responsibility of management. A psychologist with even a primitive understanding of variations, as will be shown in the experiment with red beads (Ch. 7), can no longer participate in improving the staff ranking plan ” ^[8] .

Understanding the system includes understanding how the interaction (for example, feedback) between the elements of the system can lead to internal constraints that will cause the system to behave as a single organism that automatically searches for a stable state. It is this stable state that determines the output of the system, and not its individual elements. Thus, it is the structure of the organization, and not the employees, alone, that holds the keys to improving the quality of the output, the output of the system.

The knowledge of the theory of variability includes the understanding that everything that is measured consists of “systemic” deviations resulting from the existence of a system (general reasons) and “non-systemic deviations” (special reasons) that lead to unpredictability of the process. To improve the quality, you need to be able to recognize the difference between them in order to eliminate the "special reasons", that is, returning the process to a controlled or stable state. Deming taught that interfering with a stable process (that is, making changes in response to "common causes") only worsens the system.

The deep knowledge system is the basis for the application of the famous 14 Deming control points, described below.

The 14 Key Principles of Deming ^[9]

1. Constancy of the goal : Set a goal and be steadfast and constant in achieving the goal of continuous improvement of products and services, allocating resources in such a way as to ensure long-term goals and needs, and not just momentary profitability, to achieve competitiveness, preserve the company and provide people work.
2. New Philosophy : We are in a new economic era begun in Japan. We can no longer get along with the generally accepted level of delays, errors, defects in materials, defects in work. A Western management style transformation is needed to stem the ongoing decline of the economy.
3. End dependence on mass control : Eliminate the need for inspections and inspections as a way to achieve quality, primarily by “embedding” quality in products. Demand statistical evidence of “built-in” quality both during the production process and when performing procurement functions.
4. End the practice of purchasing at the lowest price . Instead, along with the price, demand serious evidence of its quality. Reduce the number of suppliers of the same product by rejecting the services of those who were not able to statistically confirm its quality. Strive to receive all deliveries of this component from only one manufacturer, on the basis of establishing long-term relations of mutual loyalty and trust. The goal in this case is to minimize total costs, not just the initial ones.
5. Improve every process . Improve constantly, today and always all processes of planning, production and rendering of services. Constantly look for problems in order to improve all types of activities and functions in the company, improve quality and productivity, and thus constantly reduce costs. Continuous improvement of the system, which includes the development and design, the supply of components and materials, maintenance and improvement of equipment, management and organization methods, training and retraining of personnel - is the first responsibility of management.
6. Put into practice the training and retraining of personnel : Put into practice modern approaches to training and retraining for all employees, including managers and managers, in order to better use the capabilities of each of them. To keep up with changes in materials. methods, product design, equipment, technology, functions and service methods, new skills are required.
7. Establish leadership . Learn and put leadership into practice as a way of working with the goal of helping employees do their best work. Leaders at all levels should not be responsible for the bare numbers, but for quality. Improving quality automatically leads to increased productivity. Managers and managers should ensure that immediate action is taken when signals are received about defects that have occurred, malfunctioning or malfunctioning equipment, poor tools, fuzzy work instructions, and other factors that damage quality.
8. Drive out fears . Encourage effective two-way communication and use other means to eradicate fears, fears and hostility within the organization so that everyone can work more efficiently and productively for the good of the company. Any employee who fears his supervisor cannot properly cooperate with him. The best that can be expected in such circumstances is resented resignation, that is, just what such a leader desires. However, this state of affairs will never lead to good results. True collaboration allows you to achieve much more than isolated individual efforts. But this interaction cannot be good unless mutual trust, confidence and respect are cultivated. Those who work out of fear try to slip out of sight of those they fear. But how can one expect a return corresponding to potential opportunities from people whose main desire is simply not to be noticed?
9. Break down barriers between departments , services, departments. People from various functional divisions: researchers, developers, manufacturers, representatives of commercial and administrative services - must work in teams (teams) in order to eliminate problems that may arise with products or services. Most companies are organized according to a functional principle, but they should work in conditions of functional interaction.
10. Refuse empty slogans and appeals . Refuse to use posters, slogans and calls for employees who require them to work without defects, a new level of productivity, etc., but do not say anything about the methods for achieving these goals. Such calls only cause hostility; most of the problems of poor quality and productivity are associated with the system and, therefore, their solutions are beyond the capabilities of ordinary workers.
11. Eliminate arbitrary numerical norms and tasks . Eliminate work instructions and standards that set arbitrary norms, quotas for employees, and quantitative tasks for managers. Replace them with support and help from senior managers in order to achieve continuous improvements in quality and productivity.
12. Give employees the opportunity to be proud of their work . Remove the barriers that rob workers and leaders, making them less proud of their work. This implies, among other things, the rejection of annual certifications (assessments of employee performance) and management methods by objectives . And again, the responsibilities of managers, supervisors, masters should be transferred from achieving purely quantitative indicators to achieving quality.
13. Encourage the pursuit of education . Establish a vibrant education and self-help support program for all employees. An organization needs more than just people, it needs workers who improve as a result of education. The source of successful progress in achieving competitiveness is knowledge.
14. Commitment to improving the quality and effectiveness of senior management . Clearly define the unwavering commitment of senior management to continually improve quality and productivity and their commitment to implement all of the principles discussed above. Тем не менее, мало того, что высшее руководство искренне продекламирует свою вечную приверженность качеству и производительности. Оно должно ещё знать, в чём же заключается то, чему они привержены, то есть что они должны делать. Образуйте структуру в высшем руководстве, которая будет каждодневно давать импульс для продвижения к вышерассмотренным 13 принципам, и действуйте, чтобы осуществить преобразования. Поддержки здесь недостаточно, нужны конкретные дела.

• Эдвардс Деминг. Выход из кризиса. Новая парадигма управления людьми, системами и процессами = Out of the Crisis. — М. : «Альпина Паблишер» , 2011. — 400 с. — (Модели менеджмента ведущих корпораций). — ISBN 978-5-9614-1635-0 .
• Эдвардс Деминг. Новая экономика = The New Economics for Industry, Government, Education. — М. : « Эксмо », 2006. — 208 с. — (Библиотека эксперта). — ISBN 5-699-17480-5 . — ISBN 0-262-54116-5 .
• Deming, W. Edwards. Some Theory of Sampling. — Dover Publications, 1966. — ISBN 0-486-64684-X .
• Deming WE The Essential Deming: leadership principles from the father of quality. - NY, McGrow-Hill, 2013. - Edited by J. Orsini, PhD.
• Э. Деминг. Менеджмент нового времени: Простые механизмы, ведущие к росту, инновациям и доминированию на рынке. - М.: Альпина Паблишер, 2019. - 192 с. - Это - новый перевод книги Деминга "Новая экономика"

• Цикл Деминга-Шухарта
• Всеобщее управление качеством
• Уолтер Шухарт

• Генри Нив. Организация как система. Принципы построения устойчивого бизнеса Эдвардса Деминга = The Deming Dimension. — М. : Альпина Паблишер, 2011. — 370 с. — ISBN 978-5-9614-1548-3 .