William Edwards Deming in the World of Six Sigma

William Edwards Deming, a towering figure in the fields of quality management and statistical analysis, left an indelible mark on the world of business and manufacturing.

His work has profoundly influenced the development of Six Sigma, a methodology that focuses on improving processes, reducing defects, and enhancing overall quality. In this article, we’ll explore the life and contributions of William Edwards Deming in the context of Six Sigma.

Early Life and Education

William Edwards Deming was born on October 14, 1900, in Sioux City, Iowa, USA. He studied mathematics and engineering, earning a Bachelor’s degree in electrical engineering from the University of Wyoming and a Ph.D. in mathematical physics from Yale University. His academic background laid the foundation for his later work in statistics and quality control.

Work in Japan

Deming’s association with Six Sigma can be traced back to his work in Japan. After World War II, Deming was invited to Japan by the United States government to assist in the reconstruction efforts. His message on quality management, often referred to as the “Deming System of Profound Knowledge,” had a transformative impact on Japanese industry.

One of Deming’s core principles was the idea of continuous improvement, which is central to Six Sigma. He taught that quality should be ingrained into every aspect of an organization’s processes, rather than being a separate, post-production inspection. This philosophy aligns closely with the principles of Six Sigma, where the goal is to eliminate defects at every stage of production and in every process.

The Deming Cycle - PDCA

Deming’s PDCA (Plan-Do-Check-Act) cycle, also known as the Deming Cycle or Shewhart Cycle (named after Deming’s mentor, Walter A. Shewhart), is a systematic approach to continuous improvement and problem-solving. This cycle is a fundamental concept in quality management and has been widely adopted in various fields, including manufacturing, healthcare, and service industries. The PDCA cycle consists of four key stages, each of which plays a critical role in achieving and maintaining high levels of quality and efficiency:

1. Plan (P):

The first step in the PDCA cycle involves planning and identifying the problem or opportunity for improvement. During this stage, organizations should:
- Define the problem or objective: Clearly articulate the issue that needs to be addressed or the goal that needs to be achieved.
- Set specific and measurable targets: Determine what success looks like and set measurable goals to track progress.
- Develop a detailed plan: Create a plan that outlines the steps, resources, and strategies needed to achieve the defined goals.

The planning phase sets the direction for the improvement effort, ensuring that the team is aligned and focused on a common objective.

2. Do (D):

The planned actions are executed in the “Do” phase. Key activities in this phase include:
- Implementing the plan: Putting the planned actions into practice, which may involve process changes, experiments, or other interventions.
- Collecting data: Gathering data and information to track the actual outcomes of the implemented changes.
- Documenting the process: Creating records of what was done and how it was carried out to facilitate analysis and evaluation.

The “Do” phase applies the planned changes to the real-world situation.

3. Check (C):

After implementing the changes, assessing their impact and effectiveness is essential. In the “Check” phase, organizations:
- Analyze the data: Evaluate the results and compare them to the goals and expectations set during the planning phase.
- Identify any deviations or issues: Determine whether the changes had the desired effect or if further adjustments are needed.
- Consider any unexpected consequences: Recognize and address any unintended side effects of the changes.

The “Check” phase is a critical checkpoint that helps organizations understand the outcomes of their actions and make informed decisions about next steps.

4. Act (A):

Based on the findings and insights gained from the “Check” phase, organizations move on to the “Act” phase. In this phase, they:
- Make necessary adjustments: Organizations should revise the plan if the analysis indicates that the changes were not fully effective or other issues have arisen.
- Standardize successful changes: If the changes were successful, they should be integrated into standard processes and procedures.
- Document the lessons learned: Capture the knowledge gained from the improvement process to inform future initiatives.

The “Act” phase is all about implementing lessons learned and making continuous improvements based on the data and feedback gathered during the previous stages.

The PDCA cycle is a never-ending process of continuous improvement. After completing the “Act” phase, organizations can begin another cycle by returning to the “Plan” phase to tackle the next problem or objective. This iterative approach ensures that organizations continually strive to improve their processes, products, and services.

The PDCA cycle aligns closely with the principles of Six Sigma, Lean, and other quality improvement methodologies. It provides a structured framework for problem-solving and process enhancement while fostering a culture of continuous improvement within organizations. By consistently applying the PDCA cycle, organizations can achieve greater efficiency, better quality, and higher levels of customer satisfaction.

Statistical Process Control

Deming was a proponent of statistical process control (SPC), a method used in Six Sigma for monitoring and controlling processes. SPC involves using statistical tools to analyze process data, identify variations, and make informed decisions to maintain process stability and reduce defects. His work in this area directly influenced the use of SPC in Six Sigma methodologies.

Management Philosophy

Deming’s ideas went beyond statistical methods and process control; he had a deep focus on management philosophy. He advocated for a transformation in the way organizations were managed, emphasizing the need for a holistic approach to quality and an understanding of variation. His “14 Points for Management” laid the groundwork for Six Sigma’s focus on organizational and cultural change.

14 Points for Management

William Edwards Deming’s 14 Points for Management are a set of principles and guidelines that he developed to help organizations improve their management practices and, consequently, their overall quality and productivity. Deming, a renowned statistician and quality management expert, introduced these points as part of his philosophy for achieving better results in business processes and fostering a culture of continuous improvement.

These points have significantly influenced the quality management field and continue to be relevant in various management and operational contexts. Here is an explanation of Deming’s 14 Points for Management:

Create constancy of purpose for improvement of product and service: Deming emphasizes that organizations should have a clear, unwavering commitment to improving their products and services. This long-term focus ensures that all decisions and actions are aligned with the goal of continuous improvement.
Adopt the new philosophy: Embrace the principles of quality management and continuous improvement as a fundamental shift in the organization’s mindset. This “new philosophy” emphasizes quality, not just quantity.
Cease dependence on inspection: Deming believed that organizations should move away from relying solely on inspection and quality control as a means to ensure quality. Instead, quality should be built into the processes from the start.
End the practice of awarding business on the basis of price alone: Focusing solely on cost can lead to compromises in quality. Deming advocated for long-term supplier relationships based on trust and mutual benefit, rather than awarding contracts solely to the lowest bidder.
Improve constantly and forever the system of production and service: Continuously refine and optimize processes to reduce waste, increase efficiency, and improve quality. This principle aligns with the concept of continuous improvement found in many quality management methodologies, including Six Sigma.
Institute training on the job: Provide employees with the necessary training and support to perform their jobs effectively. Training and skill development are essential for quality improvement.
Institute leadership: Effective leadership plays a crucial role in fostering a culture of quality and improvement. Leaders should provide clear direction and be actively involved in the transformation process.
Drive out fear: Create an environment where employees are not afraid to voice their concerns, make suggestions, or report problems. Fear can stifle creativity and hinder the flow of information necessary for improvement.
Break down barriers between departments: Encourage cross-functional collaboration and communication to eliminate silos that can impede the flow of information and the achievement of common goals.
Eliminate slogans, exhortations, and targets for the workforce: Deming argued that slogans and targets can be counterproductive, as they may lead to manipulation of data rather than genuine improvement. Focus on improving the processes, not just achieving targets.
Eliminate numerical quotas: Relying on quotas can lead to short-term thinking and neglect of product and service quality. Instead, focus on improving processes to meet customer needs.
Remove barriers to pride of workmanship: Create an environment where employees take pride in their work by recognizing and valuing their contributions. This fosters a sense of ownership and accountability.
Institute a vigorous program of education and self-improvement: Encourage ongoing learning and self-improvement among employees, which benefits both the individual and the organization.
Put everyone in the company to work to accomplish the transformation: Transformation towards quality and improvement should involve everyone in the organization, from top to bottom. It’s a collective effort that requires commitment and participation from all.

Deming’s 14 Points for Management provides a comprehensive framework for organizations seeking to improve their quality and performance. While they were originally developed in the context of manufacturing, these principles have proven to be adaptable and applicable to various industries and sectors. Organizations that have embraced these points have seen substantial improvements in quality, customer satisfaction, and overall success.

Legacy and Influence

William Edwards Deming passed away on December 20, 1993, leaving a profound legacy in the field of quality management. He played a pivotal role in shaping the principles that underpin Six Sigma, particularly the emphasis on data-driven decision-making, continuous improvement, and a systemic approach to quality. His teachings continue to guide organizations and individuals in pursuing excellence and reducing defects in processes.

In conclusion, William Edwards Deming was not only a visionary statistician but also a philosopher of management who revolutionized the way we think about quality, process improvement, and organizational change. His principles and methodologies have been instrumental in the development and evolution of Six Sigma, making it one of the most respected quality improvement methodologies in the business world. Deming’s dedication to quality and his unwavering belief in the potential for continuous improvement continue to inspire individuals and organizations striving for excellence in today’s competitive global market.