In a nutshell, the management theory of Edwards Deming states that U.S. companies need to transform their management style and the way they interact with the government to succeed. Edwards Deming management theory puts forth a now famous "14 Points for Management," which discusses failure on the part of management to plan for the future. Edwards Deming teachings go on further to state that this lack of planning ultimately results in market as well as jobs loss. Many of Deming's theories explain his principles of management transformation and how to apply them.

If the above summary about Deming theory intrigues you and you wish to learn more about the management theory of W. Edwards Deming, there are several ways to increase your knowledge. Consider the following methods to further your management theory of W. Edwards Deming education and training:

1. Read what others have written or summarized about Edwards Deming theory.

2. Watch videos or DVDs that discuss the management theory of Edwards Deming.

3. Attend a course or a workshop to learn more about the management theory of Edwards Deming and its real world applications.

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Read what others have written about Edwards Deming theory

Many have written about Edwards Deming and his management theories. Consider reading summaries or interpretations of his works and theories and how they have been applied to various workplace situations.

I recommend: The Curious Cat Creations website includes various links to articles about Deming and his works. Management for the Rest of Us, or Mftrou, includes an excellent synopsis of Deming's theory about total quality management as well as Deming's 14 points.

Watch videos that discuss the management theory of Edwards Deming

If you are not an avid reader, consider viewing a video about Edwards Deming's management theories. Many videos are available that allow you to watch Mr. Deming discuss his theories.

I recommend: ManagementWisdom offers a varied selection of videos about Deming and his management theories. The W. Edwards Deming Institute has four distinct videos for purchase filmed when Dr. Deming delivered a four-day seminar.

Attend a course or a workshop to learn more about the management theory of Edwards Deming

Consider attending a course or workshop to give yourself the chance to focus solely on furthering your knowledge about Deming's theories. A workshop will also offer you the opportunity to network with others interested in his schools of thought, as well as allow you to ask questions of subject matter experts.

I recommend: An eLearners course about Edwards Deming is part of its executive management series. It introduces users to the basic principles of Deming management philosophy. Evolving Systems and The Deming Cooperative host a series of seminars and workshops dedicated to Deming's teachings.

Tips & Tactics

Helpful advice for making the most of this Guide

• •  Read about Deming theory first hand by finding literature written by W. Edwards Deming. Reading the author's writings can allow you the opportunity to interpret what his theories mean and how they can be applied to situations that affect you.

W. Edwards Deming is one of the most innovative management theory thinkers in the last century. His career as a management guru began in Japan in the 1950s as a consultant to the Japanese industry through the Union of Japanese Scientists and Engineers. While it took a bit longer for Edwards Deming's teachings to catch on in the U.S., they live strong in both countries today.

W. Edward Deming's "The System of Profound Knowledge" is among the most widely used management innovation strategies in recent years. In order to improve the quality and efficiency of your business, you must first have knowledge of how organizations function: This management theory of Edwards Deming is a belief that hard work won’t cut it and, instead, businesses need to transform management. The Deming theory of profound knowledge consists of four main parts:

1. An appreciation for a system is crucial to Edwards Deming management theory.

2. In order to make a difference with Deming theory, you must have knowledge of variations and how to overcome them.

3. Edwards Deming teachings propose that you build knowledge from theory rather than fact.

4. To implement the management theory of W. Edwards Deming, you must understand the psychology of knowledge.

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Appreciate your system with Edwards Deming theory

According to W. Edwards Deming, a system is made up of an interdependent network, where everyone works together to accomplish a common goal. The system must benefit all involved. Additionally, you must consider the future for a system to be successful. Therefore, knowledge of how the system and its components work is necessary for effective management of that system. Managers must not keep this information to themselves either; rather, they must share how the system works and make everyone feel like an integral part of the system.

I recommend: The PDSA Cycle, adapted by W. Edwards Deming, closely coincides with the appreciation of a system in Deming’s "The System of Profound Knowledge." Dartmouth provides an explanation of the Deming Cycle in The Clinician’s Black Bag of Quality Improvement Tools. Visit Software Project Management to read Deming’s Seven Deadly Diseases to successful management and his list of obstacles to achieving quality.

Use the management theory of Edwards Deming to reduce variation in your management system

Every process includes variations, which Deming views as negative. His goal with the knowledge of variation is to eliminate variation as much as possible from the management system. In order to predict variations, however, the system must first be stable. You must also realize that variations aren't random, but result from specific events. Ultimately, variations means there's a flaw in the system, which anyone can identify but only management can typically correct. Achieve correction of the system, and decrease variations, by changing the process to attain statistical control.

I recommend: Discover more on W. Edwards Deming’s life and teachings at The W. Edwards Deming Institute. Mary Walton wrote a book titled “The Deming Management Method,” which you can purchase on Amazon.com, that explains W. Edwards Deming business theories and life in great detail (including a forward written by W Edwards Deming himself).

Apply the theory and psychology of knowledge with W. Edwards Deming teachings

W. Edwards Deming believed that information didn't equate to knowledge, but that knowledge contained rational predictions of the future (theories). For management to be successful, you must theorize about future outcomes that correspond with past observations and reflect your confidence level. Additionally, a manager must recognize the differences in the individuals on his team and cater to those differences. Deming believed that management should do away with the merit system and incentive pay and reward employees based upon performance so they will work toward and achieve larger goals.

I recommend: W. Edwards Deming Total Quality Management is also one of the most recognized management theories in the world. Visit BNet Business Network for an article that explains how TQM creates a work environment that promotes quality. Closely tied to TQM is another Edwards Deming management theory, The 14 Points, which you can read on 12Manage.

Tips & Tactics

Helpful advice for making the most of this Guide

• •  The renovation and growth of your company begins with knowledge. Determine to make a change, then implement Edwards Deming management; innovation is sure to follow.

W. Edwards Deming saw his career as a management theorist blossom while teaching business practices in Japan in the 1950s. Deming's management theory, known as "The System of Profound Knowledge," has become a widely used management practice over the last decade. There are several elements to his theoretical practices, and it's important to understand all of them in order to fully grasp Deming's ideals, put them into practice and see real change in your company's management processes.

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System

Deming's definition of the system is the overall structure of a business, including management, employees, clients, tasks and projects. It includes the core working components of how a business functions and develops and is the core of Deming's theories.

I recommend: The Management and Accounting Web gives more details on Deming's view of the system.

Variation

According to Deming, every process within your business will include variations, or results and reactions that are different from other similar circumstances. Deming views variations as negative and his ultimate goal is for a business to eliminate them through the use of his theories.

I recommend: Refer to an excerpt from one of Deming's books on The W. Edwards Deming Institute website for more references to variation.

PDCA cycle

The PDCA cycle, also know as the PDSA cycle, was first theorized by Walt Shewhart and later adopted by Deming in his System of Profound Knowledge. It stands for plan, do, check (study) and act-a cycle of activities necessary for the proper management of a system.

I recommend: Find more details about the PDCA from The Clinician's Bag of Quality Improvement Tools, a resource offered by Dartmouth Medical School.

TQM

TQM stands for Total Quality Management, a concept developed by Deming while assisting Japanese businesses in their structural practices. It is the combination of prioritizing customer satisfaction and implementing suggestions from non-traditional resources, especially employees, resulting in optimal quality.

I recommend: iSix Sigma offers information and implementation strategies for TQM. The Educational Resources Information Center abstract on TQM gives additional background on Deming's approach.

14 Points

Deming's 14 Points, also known as the 14 Principles of Management or the Fourteen Admonitions, are basically rules to live by in attempting to quantify your management process.

I recommend: The Leadership Institute offers a list of Deming's 14 Points.

Seven Deadly Diseases

Deming's Seven Deadly Diseases are the seven things that he believes will ruin the proper quality management of a system.

I recommend: The Ends of the Earth Learning Group lists Deming's Seven Deadly Diseases.

W. Edwards Deming, American statistician, teacher and consultant, helped build the post-war Japanese manufacturing juggernaut with Statistical Process Control (SPC) and Total Quality Management (TQM), and is at least partly responsible for the modern quality movement. However, his background in numbers belies his attitude toward management’s role in creating and controlling quality: he credited 85 percent of all business performance failure to failed management. Management sets the tone for the culture employees work in; any built-in limitations within that management-created system curb employees’ performance.

Companies typically pay lip service to TQM, subscribing to some form of quality assurance such as Kaizen, lean manufacturing, or Six Sigma management through measurement, without comprehending the philosophy underpinning the system. Your business could benefit from one of the following management theory of W. Edwards Deming applications and uses:

1. Improve management by mastering the Deming Theory of Profound Knowledge.

2. Control costs with W. Edwards Deming Total Quality Management.

3. Improve service by avoiding Deming’s theories on the Seven Deadly Diseases.

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Set the right tone from the executive level by reflecting on the Deming theory of profound knowledge

Deming promoted a four-part System of Profound Knowledge for all management, comprising system appreciation, or understanding the overall business chain from supplier to customer; knowledge of variation, or what causes variation and how to test for it with statistical sampling; knowledge theory, or how we know what we know and the limits of what can be known (and thus controlled); and knowledge of psychology, or understanding human nature.

I recommend: The W. Edwards Deming Institute provides an excerpt from Deming’s book The New Economics, explaining the rationale behind the Theory of Profound Knowledge. The Management And Accounting Web (MAAW) portal posts a table summarizing the Theory of Profound Knowledge, and how it relates to the 14 Points and Seven Deadly Diseases (explained further below).

Master the 14 points of total quality management using the Deming theory

W. Edwards Deming management has been summarized in 14 Points that make up his philosophy of total quality control. A company can both increase quality and reduce costs by building in continual improvement and by viewing their business process as an organic whole, rather than by individual subsystems.

I recommend: 1000advices.com delineates Deming’s 14 points with a brief explanation and links for a contemporary view of the TQM master plan. 1000ventures.com takes the 14 points and adds case study links to demonstrate TQM at work. Duane A. Floyd provides a TQM explanation simple enough to recreate and post on a bulletin board for all to follow.

Ensure a healthy company by avoiding the seven wastes of W. Edwards Deming

Any discussion of the management theory of Edwards Deming must include the Seven Deadly Diseases (also known as the 'seven wastes'), which focus on long-term planning and corporate stability. Avoid inconsistent goal-setting, short-term focus, merit or performance reviews, bungee management, or focusing solely on management by numbers.

I recommend: Integrates Enterprise Excellence (IEE) outlines the seven deadly diseases and shows how their process addresses them. LEAN Affiliates posts an article showing how the "bell curve" custom of employee performance review and retention stands in stark contrast to Deming’s theories behind the Seven Deadly Diseases, as well as other Lean thinking practices.

Tips & Tactics

Helpful advice for making the most of this Guide

• •  Companies who follow W. Edwards Deming teachings stand out because they are so rare. His philosophy of business life can be difficult to implement, simply because it requires extraordinary dedication from the very top, to model the change for everyone below.