The Deming Model

The teachings and experiences of W. Edwards Deming slowly took hold in my learning as I worked for a USA Steel Company in Ohio in the 1980s and ’90s. I knew little about Quality Assurance when I first joined the orgainzation, but got involved in their system of Statistical Process Control, that had been dubbed with their own name: “Integrated Process Control” or IPC.

Every corporate employee was given a copy of Massaki Imai’s book KAIZEN – The key to Japan’s Competitive Edge (Random House Business Division, NY, NY, 1986) and introduced to IPC through required classes on it taught by consultants from the noted QA educational Group, Tennessee Associates. It was quite an eye-opening experience for me and I still have all the books and manuals.

The work of Deming and Juran after World War II helping Japan rebuild their manufacturing industries was brought to my attention. I learned a lot and looked further into Deming’s works. I not sure I went totally into them, but I went far enough to appreciate their worth.

In case you are unfamiliar with the name W. E. Deming, his full name is W. Edwards Deming and his traditions and teaching about a better management (and measurement) world are carried on at the Deming Institute, and elsewhere. His legacy in well known among Quality Assurance people and in Japan the annual prizes for top quality management are given each year in his name.

Deming went far beyond Quality Assurance in his teachings. He developed a philosophy and training program that has become known as the The Deming System of Profound Knowledge™. It is also repeated here, too, on the page on Measurement QA because it is, in my opinion, so significant.

To quote the web page in which the Deming Institute describes Deming’s System:

The 14 points for management (Out of the Crisis, Ch.2, by W.E. Deming) in industry, education and government follow naturally as application of this outside knowledge, for transformation from the present Western style of management to one of optimization.

Origin of the 14 points.
The 14 points are the basis for transformation of American industry. It will not suffice merely to solve problems, big or little. Adoption and action on the 14 points are a signal that the management intend to stay in business and aim to protect investors and jobs. Such a system formed the basis for lessons for top management in Japan in 1950 and in subsequent years (see pp. 1-6 and the Appendix).

The 14 points apply anywhere, to small organizations as well as to large ones, to the service industry as well as to manufacturing. They apply to a division within a company

The W. Edwards Deming Institute® was founded by Dr. Deming in 1993. The Institute is headquartered in Washington, D.C. It is a nonprofit corporation which provides educational services related to the teachings of Dr. Deming.

These services include conferences and seminars.

The Institute also makes Dr. Deming’s personal and professional papers available to researchers at the U.S. Library of Congress. The Deming Collection at the Library of Congress includes an extensive audiotape and videotape archive of Dr. Deming.

The aim of The W. Edwards Deming Institute® is to foster understanding of The Deming System of Profound Knowledge™ to advance commerce, prosperity and peace.