Deming

Deming

1. Japan's Savior after the WWII

   • PDCA Cycle
     • Plan
     • Do
     • Check
     • Act
   • System of Profound Knowledge
     • Appreciation for a system
       • Seeing the organization as a system
     • Theroy of Knowledge
       • What we think we know isn't always what it is, we can be mistaken
     • Knowledge about variation
       • Understand that there can be mistakes or events that alter the system
         • Common events from the system that can be predicted
         • Unique events that can't be predicted
     • Psychology of individuals, society and change
       • The organization's system is made of people so it is important to understand people
   • The 14 Principles
     • 1. Have a constant purpose that allows to to stay in business and think long-term
     • 2. Adopt the new philosophy
       • The way of management and the new purpose
     • 3. Build quality products from the begining
     • 4. Minimize total costs
     • 5. Improve constantly
     • 6. Institute training on the job
     • 7. Institute leadership
     • 8. Drive out fear
     • 9. Break down barriers between departments
     • 10. Eliminate work quotas, lead instead
     • 11. Help workers feel proud or their jobs
     • 12. Help managers and engineeres be proud of their jobs
     • 13. Institute a program of education and self-improvement
     • 14. Make everybody part of the change
   • 5 Deadly deseases
     • Lack of constancy of purpose
       • Not knowing what the business is for
       • No planning for the future
       • Lack of long-term definition and goals
     • Emphasis on short-term profits
       • Short-term thinking
       • Worshiping of working quotes
       • Sacrifices long-term growth
     • Evaluation by performance
       • Is arbitrary and unjust
       • Demoralizing to employees
       • Nourishes short-term performance
       • Annihilates team work, encourages fear
     • Mobility of Management
       • Managers don't know the company
       • Managers without roots and experience
     • Running a company based on visible figures alone
       • Sales rates
       • Costs
       • Productivity
       • Numbers and superficial data that doesn't show the deepness of the company's events