Presentation on theme: "Roadmap To The Deming Prize"— Presentation transcript:
1 Roadmap To The Deming Prize Title page of the Deming Prize Power Point presentation by Yu Qi Eric SuRoadmap To The Deming Prize
2 What we will cover What is the Deming Prize? Deming Prize Who is Dr. Deming?Deming PrizeThe Deming PrizeQualifying for the Deming PrizeWho qualifiesDeming Application PrizeHow to ApplyHow to winOutlined foreshadowing of the topics to be covered
3 Who was Dr. W. Edwards Deming? Dr. W. E. Deming was one of the world’sleaders of Quality management.Had great impact on American andJapanese industries.Based ideas on continuous improvementDeming was one of the worlds leaders and experts in quality control. He had a strong impact on the American and Japanese industries. He was sent to Japan after World War II to work on a population census. His impact on Japanese industries were so strong that his lectures are still being used to train employees.
4 History Dr. Deming was in Japan giving lectures on statistical process control and wasrecorded for distribution and profit.Funds were donated to JUSEDr Deming was in Japan giving a eight day lecture on quality control to mangers and other employees of Japanese organizations. The lectures were put into print and sold. Those profits made from the notes of the lecture were donated to JUSE from Dr. Deming
5 History Kenichi Koyanagi, the managing director of the Japanese Union of Scientists and Engineers(JUSE), used those funds to create the Demingprize to individuals or organizations in 1951.Koyanagi use those funds from Dr. Deming to establish the Deming Prize for quality control as a way of thanking Dr. Deming
6 HistoryThe purpose of the Deming Prize was to recognize those who excelled in quality control and as a way of driving quality control. It was also established to thank Dr. Deming for his accomplishments and impact in the Japanese industry.The Deming Prize was established as appreciation to all Dr. Deming has done for the Japanese industry and to drive quality control. By having a high standard prize out there for recognition of your work in quality control, it would bring out competition in companies to try to receive the award and as well and improving quality.
7 Deming Prize Concentrates on : Policy Organization and operations Planning for futureEducation and trainingQuality assuranceQuality effectsStandardizationControlPolicyOrganization and operationsCollection and use of informationAnalysisThese are categories of the Deming Prize and what is believed as necessary for receiving the award. This information was obtained by Managing Quality : An integrative approach by Foster, PPurpose:What the purpose and mission of the organization is; short and long term. Maintain consistency and follow throughOrganizations and operations:How smoothly an organization controls communication, effective use of employees, and clear authorityCollecting and using informationInformation flow, processing, and documentationAnalysisBeing able to find problems within, and how the correct such problems. And again, docmentation.Planning for futureLong term plans of improvement that were looked over carefully and planned for the current situations of the firmEducation and trainingLooks at an organization’s way of dealing with the training of employees. What plans are made and how it is implementedQuality AssuranceHow products are services are designed. How is the quality of the good or service and the safety. Will consumers be content?Quality effectsDocumentation of how the plans for quality improvement has effected the firm.StandardizationSetting a standard and how standards are controlled and monitoredControlHow they use uality control, what they use, and level of control at the firm
8 Qualification Who qualifies Deming Application Prize How to apply How to winOutline of the qualifications for the Deming prize
9 Who QualifiesAward available to individuals and organizations, whereas others do not (such as Baldrige only for organizations)Deming Prize for Individuals available every year.Individuals are able to received the Deming Prize unlike other quality awards such as the Badlrige Award. The deadline for application is July 31st every year for the individual Deming Prizes. Prizes are given to those individuals with great accomplishments in Total Quality Management.
10 Additional information No limit to winnersAnnually presented to companies that show improvement in the field of total quality managementNo industry barrierDivisions of a companyThe Deming Application Prize is the prize that is given to companies that have accomplished in improving itself through TQM. This award is also given on an annual basis. Every industry type is able to qualify. Public or private firms, no matter the size is able to qualify. The Deming Application Prize can also be given to a division of a company if that division works as an entity of its own.
11 How to Apply A firm examines itself based on these viewpoints: How well you implement TQMNo unnecessary rules and regulationsUnderstands and used TQM and statistical thinkingExamination of production and non-production divisions of firm tested the same wayExamination viewpoints for Deming Application Prize1. How effectively is total quality management implemented in the firm. How is the quality of its products and and services?2. The firm should not have unnecessary rules or regulations. It would be a waste of time and effort. The firm should concentrate on TQM for most effectiveness.3. Using TQM is what would result in more points for the prize rather than how fancy or high tech the company’s statistical methods.4. The examiner should be looking at the production and non-production parts of the firm the same way. How effective it is, does it use TQM, and no waste of time and effort.
12 How to Apply Based on a 100 point scale Executive Session must be 70% or higherExamined Session must be 50% or higherCompany Average must be 70% or higherExaminer conducts an examination based on those viewpoints on a 100 point scale. The company must score 70% or higher for it’s executive division, 50% for other divisions, and the company average must be 70%.
13 How to WinThe following viewpoints are used to determine if the company should receive the prize.The viewpoints that are contained in the next slide(s) are obtained directly from JUSE. JUSE, with consent, allowed terms of winning the Deming Prize to be posted online at
14 How to Win1.Based on clear management leadership, management principles, type and scope of industry, and business environment, applicant has established business objectives that are challenging and customer oriented.The examiner uses these viewpoints to decide whether the firm deserves the Deming prize.The first viewpoint is that the company has good leadership and management Also for the company type, size, and current situation, the applicant company has used methods of statistical control and TQM that are more than ordinary and serve the customers well.
15 How to Win2. TQM must be implemented properly in the viewpoint 1 mentioned previously, while achieving company goals and strategies.3. Outstanding results obtained for business objectives and strategies as an outcome of viewpoint 2, in the manner stated in viewpoint 1.2. Total quality management be implemented properly to achieve the mission of the company and using strategic methods3. Results from #2 be impressive enough and also in the manners discussed in #1
16 WinnersWinners of the Deming Prize for individuals have been Japanese as of 1999Majority of Deming Application Prize winners also Japanese firms until the last decade.U.S. winners:AT&T Power SystemsLucent Technology Power SystemsSince the establishment of the Deming Prize by the JUSE, winners have been predominantly Japanese individuals and firms. Actually, from data as of 1999, Deming Individual Prize winners are Japanese. Only until recently has the Deming Application Prize been awarded to U.S. firms. Deming wanted U.S. firms to improve in quality control to challenge the Japanese industry.
17 SummaryThe Deming Prize was created in 1951 by the Japanese Union of Scientist and Engineers. For commemorating Dr. Deming and recognizing those with outstanding quality management.Deming Prize available for individuals and firms in any field. Scoring for winners are on a 100 point scale.Summary of major points.
18 W. Edwards Deming’s 14 Points 1)Create constancy of purpose towards improvement of product and services.Adopt the new philosophy. We can no longer live with commonly accepted levels of delays, mistakes, defective workmanship.Cease dependence on mass inspection. Require, instead, statistical evidence that quality is built in.End the practice of awarding business on the basis of price tag.2)3)4)
19 W. Edwards Deming’s 14 Points 5)Find problems. It is management’s job to work continually on the system.Institute modern methods of training on the job.Institute modern methods of supervision of production workers. The responsibility of foremen must be changed from numbers to quality.Drive out fear that everyone may work effectively for the company.6)7)8)
20 W. Edwards Deming’s 14 Points 9)Break down barriers between departments.Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing methods.Eliminate work standards that prescribe numerical quotas.Remove barriers that stand between the hourly worker and his right to pride of workmanship.10)11)12)
21 W. Edwards Deming’s 14 Points 13)Institute a vigorous programme of education and retraining.Create a structure in top management that will push everyday on the above 13 points.14)
22 DEMING PRIZE CRITERIA The Examination Viewpoints (For all) Top Management Leadership, Vision, StrategiesTop management leadershipOrganizational vision and strategies
23 DEMING PRIZE CRITERIA (2) TQM Frameworks Organizational structure and its operationsDaily ManagementPolicy ManagementRelationship to ISO 9000 and ISO 14000Relationship to the other management improvement programsTQM promotion and operation
24 DEMING PRIZE CRITERIA (3) Quality Assurance System New product and new technology developmentProcess controlTest, quality evaluation, and quality auditsActivities covering the whole life cyclePurchasing, subcontracting, and distribution management
25 DEMING PRIZE CRITERIA (4) Mgmt Systems for Business Elements Cross-functional management and its operationsQuantity/Delivery ManagementCost ManagementEnvironmental ManagementSafety, Hygiene, and Work Environment Management
26 DEMING PRIZE CRITERIA (5) Human Resources Development Positioning of "people" in managementEducation and trainingRespect for people's dignity(6) Effective Utilization of InformationPositioning of "information" in managementInformation systemsSupport for analysis and decision-makingStandardization and configuration management
27 DEMING PRIZE CRITERIA (7) TQM Concepts and Values Quality Maintenance and improvementRespect for humanity(8) Scientific MethodsUnderstanding and utilization of methodsUnderstanding and utilization of problem-solving methods
29 DEMING PRIZE CRITERIA (10) Contribution to Realization of Corporate ObjectivesCustomer relationsEmployee relationsSocial RelationsSupplier relationsShareholder relationsRealization of corporate missionContinuously securing profits
30 DEMING PRIZE CRITERIA The Examination Viewpoints (For Senior Executives)(1) TQM Understanding and Enthusiasm(2) Top Management Leadership, Vision,Strategies, and Policies(3) Organizational Powers (Core Technology,Speed, Vitality)(4) Human Resources Development(5) Corporate Social Responsibilities
31 Creating Culture Change: The Roadmap to successful Total Quality Management
32 Step 1: The Strategic Issues 1. Pursuing ExcellenceQuality is about attitudeGradual ProcessRequires commitment to constant innovationReject Stereotyped beliefsHaving the answer- but doing nothing.
33 Step 1: The Strategic Issues Total QualityProduce the best product and service possible- through constant innovationFocus on maintaining the competitive edgeOrganization wide commitment to QualitySystematic use and application of QA, SPC and QCTailoring quality drives to the organizationDoing it right first time, every timeIncludes Customer Care, JIT, etc.TQM is a never ending process.
34 Step 1: The Strategic Issues Costing QualityMeasuring and understanding nothingAssess the Cost of Quality in non-manufacturing like rework, cost of inspection, cost of preventionThe impact of total QualityMaking the Quality Manager redundantMoving from rework to preventionTQM is not cost-cuttingEstablish the linkage betweenStrategic Goals and TOTAL QUALITY
35 Step 2: Managing the Transition to TQM 4. TQM is Behavioral ChangeBeing Self criticalEncourage Preventive and if required Corrective ActionRemember words and workshops change nobodyResistance to total qualityBe patient.Assess the readiness through organizational values and culture
36 Step 2: Managing the Transition to TQM Managing Cultural ChangeChoose your culture and create it through Leading by ExampleMake your culture people-orientedChallenge outmoded systems & proceduresImbibe new valuesMake the transition comfortableChange everything we do.
37 Step 2: Managing the Transition to TQM Total Quality Leadership: Leading by ExampleTop Management Commitment- MUST and it should be reflected down the lineModel the way you want others to behaveLead and achieve through peopleInspire, Visualize, Enable, Encourage People to achieve resultsCelebrate, Recognize and Share Success
38 Step 2: Managing the Transition to TQM How to Avoid The PitfallsDefine the role of an internal change agentAccountability to change the culture is at the TOPOwnership for implementation must be shared between internal people and outsidersEffectively utilize transformational leadersTreat Suppliers as PartnersFocus on External as well asInternal Customers
39 Step 3: Features of TQM Drives 8. Meeting Customer RequirementsWorkout the Customer/Supplier Relationship within and outside the organizationIdentify Customers RequirementsStrengthen the relationship between Customers and Suppliers (External as well as Internal)
40 Step 3: Features of TQM Drives 9. Error PreventionRight first time is a standard of performance- Error free workFool proofingImplement improvement- don’t kill them with talkingEverybody is his own inspector
41 Step 3: Features of TQM Drives Taking Preventive ActionAs an alternative to fixing thingsRemember that most problems are predictable and many are recurringDevelop a long-term solutionFocus on process than structureAdopt Logical as well as Creative approach to problem solvingTaking actionCommunication and information
42 Step 3: Features of TQM Drives Team Building and ParticipationAchieving results through othersEmployee involvement through Theory Y LeadersMove from Telling Culture to Listening CultureReject the ‘us and them’ attitudeRemember that the person operating the machine knows best about the machine.Institutionalize career development for employees – Promote, Value and Reward Horizontal as well as Vertical Career Progression
43 Step 3: Features of TQM Drives 12. You can’t let them loose until you have given them the best Training you can…..First learn how people learn, then develop training initiativesTraining should also include addressing training attitudesManage the learning environmentLine managers should reinforce TQM Behavior in day-to-day workingDesign your own program and ensure it meets your requirement
44 Step 4: Continuous Improvement Readiness for ChangeTailor made the TQM programConduct feasibility study, Quality audits, and Departmental purpose analysisEqual devotion from manufacturing as well as non-manufacturing areasEncourage being Self-criticalEncourage suggestionsPublicize the effortIntegrate TQM with other organizational systems
45 Step 4: Continuous Improvement Implementation Change and ReviewDefine criteria for reviewMonitor the progressLearn from failuresShare success and information
46 Summarizing the TQM Philosophy Do’sEducation and trainingFool proofingQuality CirclesCommunicationAutomationMeasure and DisplayQuality in all areasLong-term planning
47 Moving Towards the Philosophy Focus onOrganization StructureHorizontal ManagementLoving your peopleCultural ChangeQuality of Working LifeDeveloping PartnershipsLeadershipChange ManagementCustomer led strategies, rather than Products
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