The Fundamental Principles of Dr. Demings Approach

Sometimes extreme pressure is required to produce positive change. More often, extreme pressure fails and frequently causes damage to individuals and organizations. 

The chairman of Ford during the early stages of the transformation was Donald Petersen. In a memoir of that period (Ftetersen and HiUkirk 1991), Petersen mentions that he frequently toured Ford plants. His critical criterion for evaluation was whether the plant manager knew the hourly workers. He said it was clear that some had memorized the names just before his arrival. Managers who did not know the workers did not stay with the company. 

Many have suggested that quality programs were a flavor of the month that is now stale. That is probably because many companies treated them as a flavor of the month and failed to embrace the principles seriously and go through the discipline needed to establish a successful quality program. The companies that did embrace quality reaped substantial benefits. Easton and Jerrell (1998) conducted an in-depth study of quality programs and their 

Deming s approach to management is founded on two fundamental principles. Although based in science, these principles form the philosophical framework of his system. 

Principle 1 People will do their best to do what they think is expected of them. 

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