Edward Deming: biography, books

Edwards (or Edward) Deming is a well-known American consultant on quality management theory, as well as the creator of the lean manufacturing system and 14 principles for improving the quality. This man made a huge contribution to the development of management and economics. Although he mainly worked in Japan, but his works are popular all over the world. Many companies use the principles and proposals developed by Deming to develop and improve the quality of their production.

Life Deming

In the distant 1900-th year in the US, Iowa was born future scientist Edward Deming. The biography of this man is rich in awards and prizes, which he received for his contribution to the development of statistics and management. Deming Edward devoted enough time to learning. They were educated at the University of Wyoming (in 1972, received the award as the most outstanding student of this university), Colorado, Yale University. During the years of training Edward Deming received degrees in physics, mathematics and electronics.

Prior to his work in Japan, in 1946, Deming taught physics at the Colorado Mining School (1923-1925) and worked in the US Department of Agriculture (1927-1939). Work in Japan became the peak of his career and made famous throughout the world. Besides her, Edward Deming held consultations in Greece, India, Argentina, Mexico, France and other countries. Between 1947-1952 he was a member of the UN Subcommittee on Statistical Samples.

Arriving in Japan, Deming had virtually no connections, except for one statistic Ishikawa Kaoru, who taught at the University of Tokyo. By a happy coincidence, his father was the head of an influential organization called the Federation of Economic Organizations of Japan (Nihon Keidanren). It was he who helped organize the first Deming seminar in 1950, attended by the leaders of the 21st company. These companies accounted for 85% of Japan's national capital.

The seminar was a success, and after that Deming became the leading consultant for large companies in Japan.

Edward Deming did not stop working until his death in 1993. In the US, his ideas were recognized only in 1980. Despite his advanced age, the scientist continued to work and advise the heads of large companies, both the US and other countries of the world.

Deming's career and success were not simple at the beginning of the life of the scientist, but he was able to ensure that he was recognized throughout the world and not forgotten after his death. The works and teaching of Deming are relevant for specialists today.

A family

In 1922 Edward Deming married for the first time. His family with Agnes Bell did not last long, until 1930. Well-being was interrupted by the sudden death of the spouse.

Two years later, the scientist again married Lola Shup. This time, family happiness lasted as long as 52 years, until the death of Lola in 1984. From two marriages the scientist has three daughters. All three and Edward Deming (pictured below) were without a doubt a strong and loving family. Daughters gave him seven grandchildren, and then five more great-grandchildren.

Proceedings of the scientist

In his career, an unprecedented contribution to the development of management brought Edward Deming. His books received recognition and popularity. To date, three books have been published in Russian:

• "The way out of the crisis: A new paradigm for managing people, systems and processes."
• "The way out of the crisis."
• "New Economy".

A huge contribution was made to the development of the economy of Japan by Edward Deming. The "new economy" just tells us that the "Western" business principles are already outdated and the economy enters a new era with new rules of the game.

Awards

Deming for the period of his career has received worldwide recognition and respect. His contribution to the development of management and the economy is confirmed by a number of awards:

• Order of the Blessed Treasure of the second degree (received in 1960 in Japan).
• National Medal for Technology (received in the US in 1987).
• His name was carved on the wall in the "Hall of Glory" in Dayton (in 1986).
• Award for an Outstanding Career in Science (obtained in the USA in 1988).

Also in Japan in 1951, the award was approved, which bears the name of the scientist. Get it people who contributed to the development of theory and practice of quality management.

Deming and his advice on improving the quality

It took the Americans 30 years to evaluate the works of Deming and recognize its relevance. 14 principles of Edward Deming became known and recognized only recently, although they were formulated back in 1980.

Work on these rules of management Deming began after the end of World War II. Despite the fact that a lot of time has passed since the moment of the emergence of this idea and the final formulation, Deming's principles are still relevant today. All these rules will work to increase efficiency, if given sufficient time for their implementation in the process of modern business.

1. Setting the main goal

Do not chase after an instant and one-time profit. It is necessary to adjust to long-term prospects and constantly improve. It is necessary to strive to ensure that your enterprise is competitive, provided with human resources and provides quality and necessary goods.

2. Restructuring into a new philosophy

Western management style no longer justifies itself and slowly leads the economy to decline. In order to stay afloat, it is necessary to master the new principles of work and apply them. Japan began a new economic era, and today it is necessary to follow precisely these principles.

3. Independence from inspections

The constant tight control and verification should not be the way and the main goal for raising the level of quality. The results of the checks should show that the quality is already at the maximum level, and will not be there after.

4. Cheap does not mean high quality

Do not pursue cheap goods, pay attention to quality. If the supplier could not confirm the quality of its product, then do not continue to cooperate with him. By decreasing the number of suppliers, you will come to a long-term relationship and, as a consequence, reduce the overall cost of purchases.

5. Do not stop there

The process of improvement and improvement should never cease. Even if it seems that the system works perfectly, at the highest level, then know that there will always be a process that can be kept even better. The earth does not stop for a minute, and every moment there are new ideas and new needs. The processes of production, provision of services and planning can always become better and better than they are now.

6. Training of personnel

Strive for the personnel to be familiarized and prepared for all the changes that occur with the production and provision of goods and services. Be engaged in the constant training of workers, so that the cadres are the most highly qualified.

7. Effective leadership

The manager should be focused as much as possible on the process of improving the quality, showing by his own example high performance and responsible attitude to work. The supervisor must ensure the functioning of the production system in such a way that, in the event of defects or malfunctions, immediate measures are taken to eliminate them. Leadership should not just be a word, but a method of work. The manager should, first of all, be responsible for the quality, not for the statistical data.

8. Cast out fear

Fear is always a bad adviser, both in life and at work. Subordinates should not be afraid of their leadership. If the subordinate is afraid of his boss, he will never be able to give himself completely to the work, since most of his thoughts in the course of the working day will be aimed at how to avoid a collision (meeting) with the leader. Go to meet your subordinates, be open to communication. Two-way communication always has a positive impact on the relationship between employees and their managers. And as a result, it improves the quality of work.

9. Say "no" to work on a functional principle

Many companies today work precisely on this principle, that is, each division is engaged in its narrowly focused work and does not cooperate with other departments. Edward Deming argues that working in teams, specialists of different profiles will quickly and efficiently come to the necessary result.

10. Cancel slogans, sermons and settings for employees

Slogans and sermons do not affect the overall process of work, but are aimed only at workers. The quality and performance depends on the overall device of the system, and not on the individual worker in particular. Slogans and installations are a waste of time and effort, which only leads to a zero result.

11. Remove arbitrary norms

Instructions and standards for working with arbitrary norms and quotas should be avoided, and it is better not to use them at all. The most effective way to the production process will be affected by the help and response from the senior management.

12. Eliminate barriers that prevent subordinates from being proud of their work

The goal of the work of the staff should be not quantity, but quality. Estimates of the activities of workers should be kept to a minimum.

13. Stimulate self-improvement

Today, workers who are mindlessly performing their tasks are not needed. In the current market of services, which changes every minute, knowledge and skills win. Give employees a program of self-development and further training. From this, quality and efficiency will increase very quickly.

14. The most important thing is the transformation

If the aim of the production system is high quality, then the production system must strive and be ready for constant transformation. And the changes in the system should be aimed at everyone in the company. And the structure of the leadership should be organized in such a way that every day to give impetus to advance each subordinate.