Dr. W. Edwards Deming…Quality Question Time.

“Dr. W. Edwards Deming”

Dr. Deming, compared to other quality gurus (Philip B. Crosby, Dr. Stephen R. Covey, Armand V. Feigenbaum, Joseph M. Juran, Walter A. Shewhart, Genichi Taguchi) was the most critical about MANAGEMENT. This is shown through his:

Fourteen Obligations of Top Management, and his Seven deadly diseases that Management must cure.

I am a big fan of Dr. Deming’s fourteen obligations of Top Management. It inspired me so much when I started working in quality. The Fourteen Obligations of Top Management became a part of my daily work.

The Fourteen Obligations of Top Management:

  1. Create constancy of purpose for improvement of products and services
  2. Adopt a new philosophy
  3. Cease dependence on inspection as a way to achieve quality
  4. End the practice of awarding business based on price alone
  5. Improve constantly every process for planning, production, and services
  6. Institute training on the Job
  7. Adopt and institute leadership
  9. Break down barriers between departments
  10. Eliminate slogans, exhortations, and targets for the workforce
  12. Remove barriers that stand between workers and their pride of workmanship. The same for all salaried people

Dr. Deming left us with brilliant information, but I am certain that till this day a lot organizations are not following, and or using his information to keep improving.

I have seen organizations:

  • With lack of constancy of purpose
  • Where employees are working in fear
  • Where Quantity is much more important then QUALITY
  • With NO education, nor retraining program.
  • Where employees don’t feel like they are part of the organization


1.Why are we (organizations, managers, owners, directors, quality professionals) still                           neglecting this valuable information?

  1. Are you experiencing this at your workplace?10.04





10 thoughts on “Dr. W. Edwards Deming…Quality Question Time.

  1. The pervasive belief here in the US in the power of incentive motivation, in spite of massive scientific evidence that it is counterproductive for innovation and problem solving, prevents the adoption of the 14 points. Specifically, it maintains fear (8), encourages barriers between department due to competition (9), maintains targets (10) and numerical quotas (11), and establishes a barrier to pride of workmanship (12).

    Liked by 1 person

      1. Obviously, we should abandon incentives. This will require a considerable amount of re-education of business leaders. This is a formidable task, made harder by the fact that often they personally reap massive benefits from incentive programs. And, by the way, these benefits correlate negatively withe the effectiveness of CEOs.

        Liked by 1 person

  2. I prefer to use profound knowledge concept of Dr. Deming. I am proud science consideration that quality people does not have.

    Liked by 1 person

  3. Thanks for sharing. Dr. Deming was way ahead of his time and was in many regards a revolutionary in management terms. The greatest challenges lie with quality professionals in the management ranks to embrace and champion the cause- particularly those in top management.
    How do we reconcile the no targets point for a team of sales professionals who are incentivized for their performance? The answer I’ve found may be in the work/research of Lisa Earle McLoud- Purpose driven sales professional.

    Liked by 1 person

  4. Having worked in DOE projects and for HP facility for long time, I am still preaching Dr Demings and all other Guru’s philosopies and principles of quality. The emphasis for organization to thrive for success need to concentrate on retraining with education, get fear out of emploees, and impart quality requirements in professionals with constancy of purpose for constant change. The challenges for management still persust to champion the cause of quality with team spirit within organization.

    Liked by 1 person

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