W. Edwards Deming-Service quality Management
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For Continuous Improvement, Put the PDCA Principle to Work

For Continuous Improvement, Put the PDCA Principle to Work | W. Edwards Deming-Service quality Management | Scoop.it

Look up W. Edwards Deming on the Internet and you will learn that he revolutionized manufacturing practices If you’re a small business owner  there’s a concept Deming popularized that you can apply. It’s called PDCA, for plan / do / check /act. It’s a way to improve the processes a company implements by making sure those processes produce ever-better outcomes. Let’s say you want to increase profitability by doing three things: Schedule better, train current field employees, and make sure all materials are on the job when needed. So you write a six-week plan calling for you to buy and learn a scheduling program, set up an on-site training to train workers, and start ordering materials four days ahead of needing them. Suppose you did all those things. Congratulations: You accomplished the “Plan” and “Do” parts of PDCA.

The key to success in PDCA lies in the last two components: check and act. This cycle is repeated continuously as the company matures and different problems arise. That’s why Deming’s PDCA cycle also is called “continuous improvement.”

Via Ashok Ramachandran
Ashok Ramachandran's curator insight, March 8, 2013 7:01 PM

Everyone wants to improve things. But, here is a scientific approach that will allow you to figure out what works and make that a part of your new way of doing business.

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W. Edwards Deming - Wikipedia, the free encyclopedia

William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for the "Plan-Do-Check-Act" cycle popularly named after him. In Japan, from 1950 onwards, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)[1] through various methods, including the application of statistical methods.

Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread recognition in the U.S. at the time of his death.[2]President Reagan awarded the National Medal of Technology to Deming in 1987. He received in 1988 the Distinguished Career in Science award from the National Academy of Sciences.

Deming's teachings and philosophy are best illustrated by examining the results they produced after they were adopted by Japanese industry, as the following example shows: Ford Motor Company was simultaneously manufacturing a car model with transmissions made in Japan and the United States. Soon after the car model was on the market, Ford customers were requesting the model with Japanese transmission over the US-made transmission, and they were willing to wait for the Japanese model. As both transmissions were made to the same specifications, Ford engineers could not understand the customer preference for the model with Japanese transmission. Finally, Ford engineers decided to take apart the two different transmissions. The American-made car parts were all within specified tolerance levels. On the other hand, the Japanese car parts were virtually identical to each other, and much closer to the nominal values for the parts – e.g., if a part was supposed to be one foot long, plus or minus 1/8 of an inch – then the Japanese parts were all within 1/16 of an inch. This made the Japanese cars run more smoothly and customers experienced fewer problems.[3]

Via Beth Kanter
Beth Kanter's curator insight, June 13, 2013 9:37 AM

This person on Twitter said that Deming said "Don't collect data you are not going to use" https://twitter.com/llgraham/status/344887655064027138 

Could not find the exact reference on the wikipedia page, but reading his philiosphy a lot of resonates for today's connected, big data world

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Deming’s 14 Points

Deming’s 14 Points | W. Edwards Deming-Service quality Management | Scoop.it
W. Edwards Deming’s 14 points are the basis for transformation of industry. Adoption and action on the 14 points are a signal that the management intend to stay in business. aim to protect in...

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W. Edwards Deming: 14 Points for Management

W. Edwards Deming: 14 Points for Management | W. Edwards Deming-Service quality Management | Scoop.it
“Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.” -W.
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