1. Deming Principles PROGRAM PRESENTATION
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2. 1. The Point
2. deming

3. Quality is an emergent feature of execution
1. THE POINT
Quality is an emergent feature of execution
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4. ”
In most management circles, quality is something that is inspected after the fact, and affirmed through inspections signed off by several checkers. But this post-mortem quality assurance says nothing about the quality of the execution mechanics involved. True quality however is an emergent feature of the mechanics. The quality of a deliverable is inherent to it, rather than inspected into it.
Steven Keays (2014)

5. The meaning of emergence
Quality, complexity and risks form a triumvirate
Quality is an emergent feature of the creation process, an outcome & output on par with the other outputs of a UTP. It cannot be inspected into the output after the fact – a futile endeavor. Quality is in fact a design variable immanent to any UTP and must therefore be baked into the transformation process through the appropriate mechanics and mechanisms.
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6. The implications of emergence
Quality is not a checklist on a clipboard
Because quality is designed into the deliverable from the outset, as a genuine design variable, it implies that:
Accountability
The accountable individual owns the mandate of enforcing the use of mechanics and mechanisms that have been validated a priori for use on the project
Quality embedding
The accountable individual must incorporate into the work sequence the required set of work performance checks called out by the pertinent mechanics and mechanisms
Responsibility
The responsible individual must train the workers on the proper use of the mechanics and mechanisms
Probating
The probate individual must be expert in the application of those mechanics, mechanisms, and checks to validate a proposed output against its complete set of checks
Slide 8
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7. 2. DEMING
Ageless and pertinent

8. W. Edward Deming Godfather of industrial quality science
William Edwards Deming (1900–1993) was an American statistician and engineer. In the aftermath of the Second World War, he became instrumental to Japan’s transformation into the manufacturing powerhouse that it is today. Older readers may recall a time when made in Japan was synonymous with poor quality. General Electric’s six sigma program and Toyota’s quality management system are descendants of Deming’s fourteen management principles.
The Deming Prize is a global quality award that recognizes both individuals for their contributions to the field of Total Quality Management (TQM) and businesses that have successfully implemented TQM. It is the oldest and most widely recognized quality award in the world.
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9. DEMING PRINCIPLES Better than ISO!
Create constancy of purpose toward improvement of product and service to become competitive, stay in business, and 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 inspection on a mass basis by building quality into the product in the first place.
End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
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. The aim of supervision should be to help people and machines and gadgets do a better job.
Drive out fear, so that everyone may work effectively for the company.
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10. DEMING PRINCIPLES Better than ISO!
Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use 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. They only create adversarial relationships, as the causes of low quality belong to the system and thus lie beyond the power of the work force. Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
Remove barriers that rob the hourly worker of her 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, the abolishment of the annual or merit rating and of management by objective.
Institute a vigorous program of education and self-improvement.
Put everybody to work to accomplish the transformation.
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11. The Deming approach to quality is inherently aligned with the seven primes, in particular the second principle of doing right by the project. The fourteen principles infuse an organization with the required investment mindset and contributes to the valunomy of the project team through head count reduction and master schedule compaction. It is a necessary cornerstone of a company’s pursuit of formal quality management embodied in the likes of ISO 9001 and Six-Sigma Quality methods.
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