W.
EDWARD DEMING
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Pioneers of Project Management: Deming vs Juran vs Crosby
By Avantika MonnappaLast updated on Sep 27, 2019146223
If you’ve been preparing for a Project Management exam, chances are the vast majority of what you have studied is directly or indirectly derived from the work of these three Project Management thinkers and theorists:
W. Edwards. Deming
Joseph M. Juran
Philip B. Crosby
This article presents an overview of their contributions to the field of Project Management.
W. Edwards Deming
Who Was He?
Born in 1900, W. Edwards Deming was an American engineer, professor, statistician, lecturer, author, and management consultant.
What Was His Philosophy?
Deming opined that by embracing certain principles of the management, organizations can improve the quality of the product and concurrently reduce costs. Reduction of costs would include the reduction of waste production, reducing staff attrition and litigation while simultaneously
increasing customer loyalty. The key, in Deming’s opinion, was to practice constant improvement and to imagine the manufacturing process as a seamless whole, rather than as a system made up of incongruent parts.
In the 1970s, some of Deming's Japanese proponents summarized his philosophy in a two-part comparison:
Organizations should focus primarily on quality, which is defined by the equation ‘Quality = Results of work efforts/total costs’. When this occurs, quality improves, and costs plummet, over time.
When organizations' focus is primarily on costs, the costs will rise, but over time the quality drops.
The Deming Cycle
Also known as the Shewhart Cycle, the Deming Cycle, often called the PDCA, was a result of the need to link the manufacture of products with the needs of the consumer along with focusing departmental resources in a collegial effort to meet those needs.
The steps that the cycle follow are:
Plan: Design a consumer research methodology which will inform business process components.
Do: Implement the plan to measure its performance.
Check: Check the measurements and report the findings to the decision-makers.
Act/Adjust: Draw a conclusion on the changes that need to be made and implement them.
The 14 Points for Management
Deming’s other chief contribution came in the form of his 14 Points for Management, which consists of a set of guidelines for managers looking to transform business effectiveness.
Create constancy of purpose for improvement of product and service
Follow a new philosophy
Discontinue dependence on mass inspection
Cease the practices of awarding business on price tags.
Strive always to improve the production and service of the organization
Introduce new and modern methods of on-the-job training
Device modern methods of supervision
Let go of fear
Destroy barriers among the staff areas.
Dispose of the numerical goals created for the workforce.
Eradicate work standards and numerical quotas
Abolish the barriers that burden the workers
Device a vigorous education and training program
Cultivate top management that will strive toward these goals
The 7 Deadly Diseases for Management
The 7 Deadly Diseases for Management defined by Deming are the most serious and fatal barriers that managements face, in attempting to increase effectiveness and institute continual improvement.
The inadequacy of the constancy of purpose factor, to plan a product or service.
Organizations giving importance to short term profits.
Employing personal review systems to evaluate performance, merit ratings, and annual reviews for employees.
Constant Job Hopping
Use of visible figures only for management, with little or no consideration of figures that are unknown or unknowable.
An overload of Medical Costs
Excessive costs of liability.
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