In Constancy Of Profound Knowledge Report
1. Introduction
Dr. W. Edwards Deming
He was an American statistician, professor, author, lecturer, consultant and also known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. Trained as a statistician, his expertise was used during World War II to assist the United States in its effort to improve the quality of war materials. He was invited to Japan at the end of World War II by Japanese industrial leaders and engineers to produced cheap, shoddy imitations to one of producing innovative quality products. He changed our lives by developing better ways for people to work together, derived his first philosophy and method that allows individuals and organizations. …show more content…
In Constancy of Purpose for Improvement, managers learn to overcome past, present and potential problems. Appreciation for a System teaches managers to understand their workplaces as multifaceted systems. Some Lessons in Variation explains variation as dynamic and cause-related and introduces Dr. Deming’s trademark Red Bead Experiment. In Knowledge Is Built on Theory, managers learn how to apply knowledge and theory to the real world. Management Is Prediction teaches the rational steps to expert management. Management of People explains how to manage employees for maximum results. And in Role of a Manager of People, managers deepen their understanding of their executive roles. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to. The individual once transformed as; set an example, be a good listener, but will not compromise, continually teach other people and help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the …show more content…
Psychology is the study of the human mind, including how people act and interact in different situations.
2.2 Deming’s 14 points:
W. Edward Deming is generally recognized as being the philosopher or guru of the Total Quality Movement. He developed a set of Fourteen Management Principles, Seven Deadly Diseases and Obstacles in the early 1980s. The 14 points seem at first sight to be radical ideas, but the key to understanding a number of them lies in his thoughts about variation. Variation was seen by Deming as the disease that threatened US manufacturing. The more variation - in the length of parts supposed to be uniform, in delivery times, in prices, in work practices - the more waste, he reasoned.
1. Constancy of purpose. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Must learn their responsibilities and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first
Dr. W. Edwards Deming
He was an American statistician, professor, author, lecturer, consultant and also known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. Trained as a statistician, his expertise was used during World War II to assist the United States in its effort to improve the quality of war materials. He was invited to Japan at the end of World War II by Japanese industrial leaders and engineers to produced cheap, shoddy imitations to one of producing innovative quality products. He changed our lives by developing better ways for people to work together, derived his first philosophy and method that allows individuals and organizations. …show more content…
In Constancy of Purpose for Improvement, managers learn to overcome past, present and potential problems. Appreciation for a System teaches managers to understand their workplaces as multifaceted systems. Some Lessons in Variation explains variation as dynamic and cause-related and introduces Dr. Deming’s trademark Red Bead Experiment. In Knowledge Is Built on Theory, managers learn how to apply knowledge and theory to the real world. Management Is Prediction teaches the rational steps to expert management. Management of People explains how to manage employees for maximum results. And in Role of a Manager of People, managers deepen their understanding of their executive roles. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to. The individual once transformed as; set an example, be a good listener, but will not compromise, continually teach other people and help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the …show more content…
Psychology is the study of the human mind, including how people act and interact in different situations.
2.2 Deming’s 14 points:
W. Edward Deming is generally recognized as being the philosopher or guru of the Total Quality Movement. He developed a set of Fourteen Management Principles, Seven Deadly Diseases and Obstacles in the early 1980s. The 14 points seem at first sight to be radical ideas, but the key to understanding a number of them lies in his thoughts about variation. Variation was seen by Deming as the disease that threatened US manufacturing. The more variation - in the length of parts supposed to be uniform, in delivery times, in prices, in work practices - the more waste, he reasoned.
1. Constancy of purpose. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Must learn their responsibilities and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first