What Is the Deming Cycle?

Dr. Edwards Deming (foreign name W. Edwards. Deming) is a world-renowned quality management expert. He has gained worldwide reputation for his outstanding contributions to the development of world quality management. The Deming Quality Award, named after Deming, is still the highest honor of Japanese quality management.

Edwards Deming

Dr. Edwards Deming (foreign name W. Edwards. Deming) is a world-renowned quality management expert. He has gained worldwide reputation for his outstanding contributions to the development of world quality management. The Deming Quality Award named after Deming is still Japan

As a pioneer of quality management, Deming's theory has always had an extremely important impact on international quality management theories and methods. He believes that "quality is the most economical way to make the most useful products on the market. Once product quality is improved,

In 1950, Deming was right

However, Deming has consciously maintained a

John O. Whitney, a well-known expert in corporate transformation, said: The United States needs Deming's shock therapy. Thanks to Deming, Deming's theory helped Japan transform from a declining industrial country into a world economic power.

Deming's doctrine is simple

Dr. Deming first proposed

1. Cycle by cycle

The four processes of the PDCA cycle are not completed once after running, but are carried out repeatedly. One cycle is over, some problems have been solved, there may still be problems that have not been solved, or new problems have appeared, and then the next PDCA cycle is performed, and so on.

2. Big ring with small ring

Similar to the planetary gear train, the relationship between the overall operating system of a company or organization and its internal sub-systems is an organic logical combination of a large ring driving a small ring.

3 The step-up PDCA cycle is not a cycle that stays on one level, the process of continuously solving problems is the process of gradually rising levels.

4 Statistical tools

The PDCA cycle applies scientific statistical concepts and processing methods. As effective tools for driving work, finding problems, and solving problems, the typical model is called four stages, eight steps; and seven tools.

The core of Deming's theory can be summarized as:

The determination and participation of senior management;

Teamwork of brainstorming;

Improve quality awareness through education;

Quality improved technical training;

Develop standards for measuring quality;

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1900 (William Edwards Deming was born in Sioux City, Iowa on October 14, 1900, and settled in Powell, Wyoming after several relocations.) 1921 (Deming studied at the University of Wyoming, and earned a bachelor of engineering degree in 1921. .) 1925 (He continued his studies at the University of Colorado in 1925 with a master's degree in mathematics and physics.) 1928 (1928 Yale University Ph.D. in physics.) 1940 (In the preparation of the 1940 demographics, statistical process control Instead of normal office operations, this increased the productivity of some processes by 6 times.) 1946 (After the establishment of the Japan Scientists and Engineers Union (JUSE) in 1946, he began to establish links with this organization, and Deming gradually became famous and became At the invitation of JUSE, he told his statistical methods for the Japanese.) 1956 (In 1956, the American Society for Quality awarded Deming the "Shewhart Medal".) 1980 (In the late 1970s, Deming began working with the United States The main organization cooperated, but until June 1980, the article "If Japan can, why can't we?" Before the broadcast, Deming's work was relatively unknown. Deming became famous and enjoyed a high reputation in the quality world.) 1986 (his first best-selling book Out of Crisis) was published. On December 20, 1993, Dr. Deming died at his home in Washington at the age of 93.

14 Edwards Deming Deming 14 points

Deming believes that accepting these 14 points and taking specific actions is a sign that managers are responsible for the survival of the organization and the interests of investors and employees.

These 14 points can be regarded as the most general expression of Deming's management philosophy. The specific content is as follows:

(1) Establish a long-term mission to improve products and services so that companies remain competitive, ensure their survival and development, and provide people with job opportunities.

(2) Accept new ideas. In a new economic era, managers must be aware of their responsibilities, face challenges, and lead change.

(3) Do not rely on quality for inspection. The need to infiltrate or incorporate quality into the product from the beginning, eliminating the need for inspection.

(4) Don't just do business based on price, focus on the lowest total cost. Based on long-term loyalty and trust, in the end, only one supplier can deal with one item.

(5) Through continuous improvement of production and service systems to achieve quality, productivity improvement and cost reduction.

(6) Do training. Due to lack of adequate training, people often fail to do their jobs well because they do not know how to work.

(7) Lead. Leadership means helping people get the job done, not threatening punishment.

(8) Drive out fear so that everyone can work effectively for the organization. Many employees are afraid to ask questions or get ideas, even when they are unclear about their responsibilities or do not understand right or wrong. They either continue to do things the wrong way or simply do nothing. The economic loss due to fear is staggering. To ensure quality and productivity, everyone must feel secure. "The stupidest question is better than no question."

(9) Remove barriers between departments. Members of different departments should work as a team to discover and understand the problems that products and services may encounter in production and use.

(10) Cancel employee-oriented slogans, slogans, and digital goals. Most of the low quality and productivity are due to the system, and it is impossible for average employees to solve all of these problems.

(11) Cancel quotas or indicators. Quotas care about quantity, not quality. People can pursue quotas or goals at any cost, including sacrificing the interests of the organization.

(12) Eliminate obstacles that affect work perfection. People are eager to do their jobs well, but illegal managers, improper equipment, defective materials, etc. can hinder people. These factors must be excluded.

(13) Launch strong education and self-improvement activities. Every member of the organization should continuously develop itself so that it can adapt to future requirements.

(14) Get everyone in the organization to act to achieve change.

14 Edwards Deming comes down to 14 points

These 14 points can be summarized into the following four aspects.

First, in order for the organization to survive and develop, management must establish a clear mission or direction to lead the entire organization to change, and the customer is the foothold and starting point for thinking about everything.

Secondly, the management of the enterprise should be based on a good system. It is necessary to continuously improve the system to achieve quality. Productivity improvement and cost reduction. This system is beyond the boundaries of the enterprise, and it must pass through with suppliers and customers. Cooperate to achieve the comprehensive effect of the system. This is the famous "system-driven behavior" view.

Thirdly, attach importance to the role of corporate culture and leadership, to create a "field" or an atmosphere to positively affect people, fully mobilize people's enthusiasm and creativity, to enable people to establish ownership, to achieve the coordination of personal goals and organizational goals To enable people to take responsibility and responsibility for the success or failure of the organization from the heart.

Finally, we should pay attention to the role of each individual, and through education and training to enhance the capabilities of everyone, so that people are willing and able to make their own biggest contribution to the success or failure of the organization.