Dr. W. Edwards Deming

The key ideas of Deming 's on quality lies in his understanding the importance of change. In Out of the crisis he states: “The key problem in both management and leadership is failing to understand the information in variation”.

Unity of Direction- The main objective of an organization is profit maximization and acquiring a significant place in the market. Dell has also worked on this principle and is the third largest seller of computers in the world (Hunter, 2004).

quality can improve when the leaders is not putting out the work. As the Yuki (1990) text states the leader or manager does not always know

A strategic objective is one that an organization must achieve to make its strategy succeed. Strategic objectives for Hitek are

Dr. W. Edward Deming is known for reminding management that most problems are systemic and it is management’s responsibility to enhance the system in order for the workers to do their job in a more effective way. Deming states that higher quality leads to higher productivity, as a result leads to long term competitive strength. The theory is that improvements in quality lead to lower costs and high productivity because they result in less rework, fewer mistakes, fewer delays, and make better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and stay in the market so that more and more jobs could be made available.

Total quality management (TQM) is a management philosophy developed by Deming based on his experiences in US industry before and during the Second World War. The successive implementation of TQM by Japanese industry, but not by the USA, is widely credited for the former’s marvelous post‐war economic modernization and the current massive trade inequity between the two countries. Deming (1986) published a book entitled “Out of the Crisis”, in which he summarized his ideas and encouraged US industry to implement them as the Japanese had done so successfully. The TQM philosophy has also been promoted by a number of prominent writers, principally Crosby (1979, 1984), Ishikawa (1983, 1985) and Juran (1988, 1989).

Deming laid out a “quality improvement program” for companies such as Ford, GM, and Procter & Gamble, when invited to work with them to improve their quality.

Dr. W. Edwards Deming was a well respected man because of his philosophy of management. He viewed management as a tool for success in any organization. Dr. Deming was an expert statistician and during World War II he helped the United States in its efforts to improve the quality of war materials. After World War II, Dr. Deming was invited by Japan to help rebuild. Japan had this reputation of producing cheap imitation products. Through the years and many visits by Dr. Deming, Japan was able to produce quality products. He is highly respected in Japan and respected also in the United States. Dr. Deming views on management is still understood and still used today.

The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should be easy to implement and hands it off to Kent Kelly the Vice President. He feels that the TQM program was a matter of common sense (Brown, 2011, p. 365).

The objectives, which a company wants to achieve, can be varied. They can range from sales revenue maximization, increasing market share to growth. Growth is one of the most common and sought after corporate objectives because of its relative advantages. This is so because many perks come with the expansion of a business, which appease almost everyone.

Dr. Robert W. Edwards Deming was a statistician that had a large impact on quality, as we know it today. Deming realized how management processes could be viewed in a statistical matter. Deming also realized that overall quality could be improved by strong relationships between management, customers and suppliers.

Our company should make sure that manufacturers deliver products with the highest design specification, in order to be order-winner quality conformance, by delivering products with no defects (Hill and Hill, 2012). Furthermore, improvements in quality lead to a decrease in cost for the company. According to (Evans, 1997) higher quality products lead to a decrease in costs for the company through higher productivity: ‘improvements in quality leads to lower cost because of less re-work, fewer mistakes, fewer delays and snags’ (Evans 1997, P.55).

Deming Juran and Crosby considers measurement as very important to improve quality but they use it in different ways. For Juran and Crosby they view the cost of quality as a focus of measurement. Cost can measured in dollars and for both Crosby and Juran they consider that money is the language of management. Success of the efforts of the quality will be ultimately measured by meeting customer requirements. Juran normally considers the cost of all the poor quality as a important factor because it shows how much they are losing. He also knows they are other factors which are important to measure such as how the organization compares with the competition and how customers perceive

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).

W. Edwards Deming was born in 20th century who eventually became the father of quality evolution. He designed 14 principles of quality management. These principles were actualized by Japan and built up its economy in only 10 years (SkyMark Corporation, 2016).