Dai Ming

W. Edwards Deming

Dr. Edwards Deming is a famous quality management expert in the world. He is famous all over the world for his outstanding contribution to the development of quality management in the world. Deming quality award named after Deming is still the highest honor of quality management in Japan.

Quality management expert

As a pioneer of quality management, Deming's theory has always had an extremely important impact on international quality management theory and methods. "Quality is the most economical way to produce the most useful products in the market," he said. Once the quality of the product is improved, productivity will automatically increase. "

Personal thoughts

In 1950, Deming put forward the strategic idea of occupying the market with lower price and better quality. In the early 1980s, he was appointed to Detroit by Donald Peterson, chief executive of Ford Motor Company. At that time, Ford Motor Company was suffering from internal bleeding due to the impact of Japanese competitors, and was struggling with the misfortune of quality accidents. Pinto incident is the biggest quality accident of Ford Motor Company before the current tire quality incident. Deming put forward long-term production process improvement plan, strict production discipline and system reform. Dr. Deming introduced a series of statistical methods into American industry to detect and improve various production modes, thus laying the foundation for Jack Welch's Six Sigma management method.

Unlike many of today's quality management methods, Deming does not just improve the production process on a scientific level. Deming emphasized with his unique exaggeration that 98% of the challenges of quality management lie in discovering the knowledge and know-how of the company. He advocates team spirit, cross department cooperation, strict training and close cooperation with suppliers. These ideas are far ahead of the classic "initiative cultivation" in the 1980s.

personality

However, Deming has always consciously maintained the identity of an outsider. Because of this, his ideas and methods are so effective and controversial. Dai Ming, who is very tall, often speaks ill of big names in the industry in public without thinking, but workers and engineers respect him. In his spare time, Deming likes to compose church songs. Deming has won the love of many CEOs, but he is often looked down upon.

External evaluation

Famous enterprise transformation expert John Whitney（ JohnO.Whitney ）The United States needs Deming's shock therapy, he said. Thanks to Deming, his theory helped Japan transform from a declining industrial country into a world economic power.

Theoretical point of view

Deming's theory is simple and easy to understand, and its main points (Deming's 14 points) have become the important theoretical basis of total quality management (TQM) in this century.

1. The permanent purpose of creating products and service improvement: the top management must return from the short-term goal and turn back to the right direction of long-term construction. That is to take the improvement of products and services as a permanent goal and persist in operation, which requires reform and innovation in all fields.

2. Adopt a new philosophy: we must never tolerate poor raw materials, poor operation, defective products and loose services.

3. Stop relying on large quantities of inspection to achieve quality standards: inspection is actually equal to preparing defective products, and it is too late to test out, with high cost and low benefit. The correct way is to improve the production process.

4. Abolish the practice of getting the lowest price: price itself is meaningless, only relative to quality. As a result, procurement will change only if management redefines the principles. The company must establish a long-term relationship with suppliers and reduce the number of suppliers. The purchasing department must use statistical tools to judge the quality of suppliers and their products.

5. Continuously and continuously improve the production and service system: in every activity, we must reduce waste and improve quality, whether it is purchasing, transportation, engineering, method, maintenance, sales, distribution, accounting, personnel, customer service and manufacturing.

6. Establish a modern job training method: the training must be planned and based on acceptable work standards. Statistical methods must be used to measure the effectiveness of training.

7. Establish modern supervision methods: supervisors must let senior management know what needs to be improved. When it is known, management must act.

8. Dispel fear: all colleagues must have the courage to ask questions, ask questions and express opinions.

9. Break the wall between departments: each department should not only focus on its own, but also play a team spirit. Cross departmental quality circle activities help to improve design, service, quality and cost.

10. Abolish the goal of measuring employees: the indicators, slogans, images and posters that motivate employees to improve productivity must be abolished. Many changes in coordination are often beyond the control of the general staff, so these publicity materials will only lead to disgust. Although there is no need to set measurable goals for employees, the company itself should have such a goal: to constantly improve.

11. Cancel work standard and quantitative quota: quota focuses on quantity rather than quality. Piecework is even worse because it encourages the manufacture of defective products.

12. Eliminate the factors that hinder the smooth work of grass-roots employees: any factors that cause employees to lose their work dignity must be eliminated, including unclear work performance.

13. Establish a rigorous education and training plan: as the improvement of quality and productivity will lead to the change of the number of jobs, all employees should continue to receive training and retraining. All training should include the use of basic statistical skills.

14. Create a top management structure that promotes the above 13 items every day

Dai Minghuan

Dr. Deming first proposed the concept of PDCA cycle, so it is also called Deming ring. PDCA cycle is a logical working procedure that can make any activity effective, especially in quality management. P. The meanings of the four English letters D, C and a are as follows:

P (plan) -- plan. Including the determination of policy and objective and the formulation of activity plan;

D (do) -- execution. Execution is the concrete operation to realize the contents of the plan;

C (check) -- check. It is to summarize the results of the implementation plan, distinguish which is right and which is wrong, clarify the effect and find out the problems;

A (ACT) - action (or treatment). Deal with the results of the summary inspection, affirm the successful experience, and standardize it, or formulate the operation instructions, so as to follow in the future work; summarize the lessons of failure, so as to avoid recurrence. The unsolved problems should be solved in the next PDCA cycle.

Deming revised Shewhart's PDCA cycle to plan do study act, which more truly reflects the activities of this process

Circulation characteristics

Start again and again

The four processes of PDCA cycle are not finished once, but repeated. When a cycle ends and some problems are solved, there may still be problems that have not been solved, or there may be new problems, then proceed to the next PDCA cycle, and so on.

2. Big ring with small ring

Similar to planetary gear train, the relationship between the overall operation system of a company or organization and its internal subsystems is an organic logical combination of big ring driving small ring.

3. Step up PDCA cycle is not a cycle of staying at a level, the process of constantly solving problems is a process of gradually rising level.

4. Statistical tools

PDCA cycle applies scientific statistical concepts and processing methods. As an effective tool to promote work, find problems and solve problems, the typical model is called four stages, eight steps, and seven tools.

Four stages

They are: P, D, C, a.

Eight steps

Analyze the current situation and find problems;

Analyze the influencing factors of quality problems;

Analyze the main causes of quality problems;

Take measures to solve the main causes;

Why should this measure be formulated?

What's the goal?

Where is it implemented?

Who is responsible for it?

When will it be finished?

How to implement it?

Implement and do according to the requirements of the action plan;

Check and compare the implementation results with the required goals;

Standardization, summarize successful experience and formulate corresponding standards;

Transfer the unsolved or new problems to the next PDCA cycle.

Seven tools

Histogram, control chart, cause and effect chart, permutation chart, relationship chart, hierarchical method and statistical analysis table are widely used in quality management.

Deming's theory reflects the comprehensiveness of total quality management, which shows that quality management and improvement are not the business of individual departments, but need to be led and promoted by the top management.

The core of the theory

The core of Deming's theory can be summarized as follows:

Determination and participation of top management;

Team spirit of teamwork;

Improve quality awareness through education;

Technical training for quality improvement;

Formulate the standard of quality measurement;

Analysis and understanding of quality cost;

Continuous improvement activities;

Participation of employees at all levels.

Dr. Deming has a famous saying full of philosophy: quality does not need to be amazing. His plain opinions and arrogance

Chinese PinYin : Dai Ming