Editing W. Edwards Deming (section)

=== Key principles ===
Deming offered 14 key principles to managers for transforming business effectiveness. The points were first presented in his book ''Out of the Crisis'' (p.&nbsp;23–24).<ref name="crisis">{{cite book |last=Deming |first=W. Edwards |title=Out of the Crisis |url=https://archive.org/details/outofcrisisquali00demi |url-access=registration |year=1986 |publisher=MIT Press|bibcode=1986oucr.book.....D }}</ref> Although Deming does not use the term in his book, it is credited with launching the [[Total Quality Management]] movement.<ref>{{cite web|url=http://www.realisation.com.au/site2/Articles/Deming%2014%20points.htm|title=Deming's 14 Points|first=Phil|last=Cohen|publisher=Realisation|access-date=June 25, 2011|archive-url=https://web.archive.org/web/20110218101907/http://www.realisation.com.au/site2/Articles/Deming%2014%20points.htm|archive-date=February 18, 2011|url-status=dead|df=mdy-all}}</ref>

# Create constancy of purpose toward improvement of product and service, with the aim to become competitive, to stay in business and to provide jobs.
# Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
# Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
# End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
# [[Continual improvement process|Improve constantly and forever]] the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
# Institute training on the job.
# Institute leadership (see Point 12 and Ch. 8 of ''Out of the Crisis''). The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
# Drive out [[Culture of fear#In the workplace|fear]], so that everyone may work effectively for the company. (See Ch. 3 of ''Out of the Crisis'')
# Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and usage that may be encountered with the product or service.
# Eliminate slogans, exhortations, and targets for the work force asking for [[zero defects]] and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
## Eliminate work standards ([[Vitality curve|quotas]]) on the factory floor. Substitute with leadership.
## Eliminate [[management by objective]]. Eliminate [[management by numbers]] and numerical goals. Instead substitute with leadership.
# Remove barriers that rob the hourly worker of his right to [[pride of workmanship]]. The responsibility of supervisors must be changed from sheer numbers to quality.
# Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, ''inter alia'', abolishment of the annual or merit [[Performance rating (work measurement)|rating]] and of [[management by objectives]] (See Ch. 3 of ''Out of the Crisis'').
# Institute a vigorous program of education and self-improvement.
# Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

"Massive training is required to instill the courage to break with tradition. Every activity and every job is a part of the process."<ref>{{cite book|last=Reilly |first=Norman B. |year=1994 |title=Quality: What Makes it Happen? |publisher=Van Nostrand Reinhold |page=[https://archive.org/details/qualitywhatmakes00reil/page/31 31] |isbn=0-442-01635-2 |url=https://archive.org/details/qualitywhatmakes00reil/page/31 }}</ref>

====PDCA myth====
It is a common myth to credit Plan-Do-Check-Act ([[PDCA]]) to Deming. Deming always referred to the Cycle as the [[Walter A. Shewhart|Shewhart]] Cycle for Continuous Learning and Improvement.<ref>{{Cite web|last=Deming|title=PDSA Cycle – The W. Edwards Deming Institute|url=https://deming.org/explore/pdsa/|access-date=2020-12-25|website=deming.org/|language=en-US}}</ref><ref>{{Cite book|title=Personal letter to Ronald D. Moen|last=Deming|first=W. Edwards|date=November 1990}}</ref>

In the article on "Clearing up myths about the Deming cycle and seeing how it keeps evolving", by Ron Moen and Clifford Norman, they refer to the first origins of PDCA in the work of [[Galileo Galilei|Galileo]] on Designed Experiments and [[Francis Bacon]]'s work on Inductive learning. The basic idea of Scientific method being – making a hypothesis, conducting experiment, learning about hypothesis through experiment results. Later the idea seems to have inspired [[C. I. Lewis|C I Lewis]] and through him to [[Walter A. Shewhart|Shewhart]], giving a clear account of evolution period from 17th century.<ref>{{Cite web|last=Deming|title=The History and Evolution of the PDSA Cycle – The W. Edwards Deming Institute|url=https://deming.org/the-history-and-evolution-of-the-pdsa-cycle/|access-date=2020-12-25|website=deming.org/|language=en-US}}</ref>

Deming credits a 1939 work by [[Walter A. Shewhart|Shewhart]] for the idea and over time eventually developed the Plan-Do-Study-Act (PDSA) cycle, which has the idea of deductive and inductive learning built into the learning and improvement cycle. Deming finally published the PDSA cycle in 1993, in ''The New Economics'' on p.&nbsp;132.<ref>{{cite journal |last1=Pruitt |first1=W. Frazier |last2=Imam |first2=S.M. Waqas |title=Expert Answers: April 2021 {{!}} ASQ |website=asq.org |volume=54 |issue=4 |page=6 |url=https://asq.org/quality-progress/articles/expert-answers-april-2021?id=eb030f131fdc4da78030a62e57a97f68}}</ref>