Deming Quality System

While Deming s work serves as the foundation of TQM, the Baldridge award and many other quality systems, it requires translation to turn his points into the elements of a management system. His points can be used as a simple checklist, but are hard to measure against or even to interpret consistently—making it difficult to use them as a diagnostic tool. 

Many tools are in the hands of the analyst and management to adapt the laboratory to his task. Figure 1.3 shows that they are of various types. They have to be included in the entire management of the laboratory, e.g. training of staff and motivation must be planned and built in the lifestyle and the lifetime of the laboratory. Quality always pays or as W. Edwards Deming preached cheaper is not always better, better is always cheaper . It may appear to be expensive and time consuming, but it is the only way to cope with unexpected situations, e.g. absence of staff, sudden unexpected workload etc. It is out of the scope of this book to discuss all infrastructure and management aspects necessary to set up a quality system within a laboratory. 

Rohm and Haas uses Multiple-Cause, Systems-Oriented Incident Investigation techniques (MCSOII), or mac-soy. It is a direct adaptation of the Fault Tree Analysis logic and the Deming Principles of Systems and Quality. [10] The method was developed to improve the overall quality of investigations, to increase the uniformity of investigation made by various teams, and improve the usefulness of the proposed corrective actions. The quality of the mac-soy or MCSOII investigation is improved because the method [10]... 

Management based Deming 1981 Eighty percent of the quality problems are caused by organization management system. ... 

When they engaged with Deming, the Ford team was surprised that he wanted to talk about more than quality. His focus was in rethinking management systems. Deming said, "I ask people in management what proportion of this problem arises from your production worker. And the answer is always All of it That is absolutely wrong ... 

The above points go hand-in-hand with the Total Quality Management (TQM) concept. TQM is a philosophy and system for doing business originally developed and promoted by Dr. W. Edward Deming. 

Total quality management is an approach that seeks to improve the quality of the value proposition that the organisation delivers to the customer in the most effective and efficient way possible. Based on the ideas of continuous improvement it requires the whole organisation to embrace the concept and cannot be undertaken by a department or group of managers alone. It requires the company to work as one team to focus on quality improvement in all systems and processes. Some times referred to as the Deming philosophy. 

As Deming does in his 14 Points of Management in Out of the Crisis, Six Sigma emphasizes the importance of designing processes and systems to enable the staff to achieve six sigma performance levels. Quoting from Deming in Out of the Crisis A theme that appears over and over in this book is that quality must be built... 

The renewed emphasis on the importance of management and the key role of top management in controlling the elimination of obvious and latent failures were discussed when we presented Deming s 14 points. Deming found that 90 percent of quality problems are caused by the system. If you translate this to safety, you will find that it is estimated that 94 percent of injuries are caused by unsafe acts of people. 

Dr. Deming offered a system of 14 points for management, based on over 50 years of experience helping businesses improve quality, productivity, and economic success ... 

The whole is not equal to the sum of the parts. The quality of an automobile or any other complex system is determined not just by the quality of the parts but by how well they work together. Dr. Deming liked to tell a story about a... 

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