The glorious course of edwards Deming

1900 (William. Edwards. Deming190010/0/0/0/4) was born in Sioux City, Iowa, and lived in Powell, Wyoming. ) 192 1 (Deming studied at the University of Wyoming and obtained his bachelor's degree in engineering at 192 1. ) 1925 (1925) He continued his studies at the University of Colorado and obtained a master's degree in mathematics and physics. ) 1928 (1928 received a doctorate in physics from Yale university. ) 1940 (in the demographic compilation of 1940, statistical process control replaced normal office operation, which improved the production efficiency of some processes by 6 times. )1946 (1946) After JUSE was founded, it began to establish contact with this organization, and Deming became famous gradually. At the invitation of JUSE, he told the Japanese about his statistical methods. ) 1956 (1956), the American Quality Association awarded Deming the shewhart Medal. ) 1980 (in the late 1970s, Deming began to cooperate with major organizations in the United States, but it was not until June1980 that he proposed, "If Japan can, why can't we?" Deming's works were relatively unknown before being broadcast by NBC. Deming became famous in one fell swoop and enjoyed a high reputation in the field of quality. ) 1986 (1986) His first best-selling book Out of the Crisis was published. )199365438+On February 20th, Dr. Deming died at his home in Washington at the age of 93. Deming believes that accepting this 14 point and taking concrete actions is a sign that managers are responsible for the survival of the organization and the interests of investors and employees.

This 14 point can be regarded as the most general expression of Deming's management philosophy. Its specific contents are as follows:

(1) Establish a long-term mission to improve products and services, so as to maintain the competitiveness of enterprises, ensure the survival and development of enterprises, and provide job opportunities for people.

(2) accept new ideas. In the new economic era, managers must be aware of their responsibilities, face challenges and lead changes.

(3) Quality does not depend on inspection. Quality should be infiltrated or integrated into the product from the beginning, thus eliminating the necessity of inspection.

(4) Don't just do business by price, but focus on the lowest total cost. We should base ourselves on long-term loyalty and trust, and finally make an item and only deal with one supplier.

(5) Improve the quality and productivity and reduce the cost by continuously improving the production and service system.

(6) do a good job in training. Due to the lack of adequate training, people often can't do a good job because they don't know how to do it.

(7) leadership. Leadership means helping people do their jobs well, not punishing and intimidating them.

(8) Expel fear so that everyone can work for the organization effectively. Many employees are afraid to ask questions and make decisions, even if they don't know their responsibilities or right or wrong. They either continue to do things in the wrong way or do nothing. The economic losses caused by fear are amazing. In order to ensure quality and productivity, we must make everyone feel safe. The stupidest question is better than no question at all.

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

(10) Cancel employee slogans, slogans and digital targets. Most of the reasons for low quality and productivity lie in the system, and it is impossible for ordinary employees to solve all these problems.

(1 1) Cancel the quota or indicator. Quota only cares about quantity, not quality. People may pursue quotas or targets at any cost, including sacrificing the interests of the organization.

(12) Remove the obstacles that affect the improvement of the work. People are eager to do a good job, but illegal managers, inappropriate equipment and defective materials will hinder people. These factors must be excluded.

(13) Carry out activities of strengthening education and self-improvement. Every member of the organization should constantly develop himself in order to meet the requirements of the future.

(14) Let everyone in the organization take action and realize the transformation. 14 can be summarized as the following four aspects.

First of all, for the survival and development of the organization, the management must establish a clear mission or direction to lead the whole organization to change, and customers are the foothold and starting point for thinking about all problems.

Secondly, the management of enterprises should be based on a good system, and the quality, productivity and cost can be improved through continuous improvement of the system. The system goes beyond the boundaries of enterprises, and the comprehensive effect of the system should be realized through cooperation with suppliers and customers. This is the famous view of "system-driven behavior".

Thirdly, we should attach importance to the role of corporate culture and leadership, create a "field" or atmosphere that positively influences people, fully mobilize people's enthusiasm and creativity, make people establish a sense of ownership, realize the coordination between personal goals and organizational goals, and make people sincerely assume the responsibilities and obligations for the success or failure of the organization.

Finally, we should attach importance to the role of each individual, improve everyone's ability through education and training, and make people willing and able to make their greatest contribution to the success or failure of the organization.