The so-called Deming Chain Reaction was actually borrowed from a model that Walter Shewhart developed. He probably borrowed the idea from another thinker. Basically the idea was for management to move away from thinking about quality as a desirable outcome, to thinking about quality as a competitive strategy.
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I was recently looking through some old material I had prepared for a training session with some company executives and saw this. I think it still holds up and represents a good index of Deming key principles…it is not complete, I don’t think, but paying attention to these things in the right way will [...]
Imagine you are an executive in an organization that defines quality as absence of defects. How, then, would you plan to improve quality?It’s obvious isn’t it? Spend time being clear about what are defects and what are not (via specifications), find points to check for defects and, if they are found, remove them. [...]
Dr. W. E. Deming was fond of saying in his seminars, “This diagram was on the wall in Japan.” Deming, an esteemed statistician who is perhaps best known for his work in Japan, later made systems thinking one of the four parts of what he call the System of Profound Knowledge, profound, he said, because [...]
At the end of the day, what the customer wants is value. I define value as the combination of and interaction between quality and cost (price). Everyone knows that they can buy a really high quality performance automobile or very well tailored and durable clothing, but few can afford it. Conversely, everyone in the market [...]
