Deming

Implementation
Presented by:
Sanskar Singh (402006043)
Dev Ralhan (402006047)
Pranav Prashar (402186001)
INTRODUCTION: IMPLEMENTING THE DEMING
PHILOSOPHY

Understanding the Change Required:

Businesses must grasp the fundamental shifts Deming's philosophy demands, moving from
traditional, reactive approaches to proactive, quality-driven methodologies.

Adoption of Immediate Points:

Certain aspects of Deming's 14 points can be readily integrated into existing practices,
offering tangible benefits even in the early stages of implementation.

Interlinked Nature of the 14 Points:

Each of Deming's 14 points is intricately connected, forming a holistic framework for
organizational improvement rather than standalone directives.
INTRODUCTION: IMPLEMENTING THE DEMING
PHILOSOPHY

Caution Against Hasty

Importance of Education
Actions:
and Understanding:
Rushed implementations risk overlooking
Successful adoption hinges on educating
nuances and may result in ineffective or
stakeholders about the rationale behind
counterproductive outcomes,
the changes, fostering buy-in and
emphasizing the need for thoughtful
alignment throughout the organization.
planning and execution.

Progressive Change
Implementation:
Change should unfold gradually, allowing
for adaptation, learning, and course
correction along the way to ensure
sustainable transformation.
ESSENTIAL FIRST STEPS: TAKING CARE OF
OBSTACLES

Addressing the Desire for Instant Results: Qualifying Improvement Processes:

Overcoming the expectation of immediate outcomes by Establishing clear criteria for what constitutes meaningful
emphasizing the long-term nature of quality improvement efforts improvement, preventing superficial changes that fail to
and managing expectations accordingly. drive substantive progress.

Seeking Relevant Examples: Acknowledging Unique Challenges:

Identifying and showcasing success stories within similar Recognizing and addressing the specific obstacles and
contexts to inspire confidence and provide practical guidance for cultural nuances that may hinder the adoption of Deming's
implementation. philosophy within a particular organizational context.
ESSENTIAL FIRST STEPS: TAKING CARE OF
OBSTACLES

Overcoming Statistical Method Education Revisiting Quality Control Methods:

Gaps:
Bridging knowledge gaps in statistical methods among staff to Reevaluating traditional quality control approaches in light
enable informed decision-making and effective utilization of of Deming's principles, focusing on prevention rather than
quality improvement tools. detection of defects.

Deconstructing the Fallacy of Zero Defects: Enhancing Prototype Testing Protocols:

Challenging the misconception that perfection is attainable and Strengthening the rigor of prototype testing processes to
emphasizing the importance of continuous improvement over the uncover and address potential issues early in the
pursuit of unattainable goals. development cycle, reducing rework and improving product
quality.
DEMING’S ACTION PLAN
Educating the Entire Organization on
Management Engagement with the 14
Change Necessity:
Points and Obstacles:
Ensuring that all employees understand
Encouraging top-level leadership to
the rationale behind the shift towards a
actively participate in understanding and
quality-driven culture, fostering
addressing the barriers to implementing
widespread commitment and alignment.
Deming's philosophy.

Establishing a Customer-centric
Embracing the New Philosophy with
Progression:
Pride:
Orienting organizational processes and
Instilling a sense of ownership and
goals around customer needs and
enthusiasm among stakeholders for the
satisfaction, driving a culture of
principles of continuous improvement
customer-centricity and value creation.
and quality excellence.
DEMING’S ACTION PLAN
Implementing the Deming or Shewhart Collaborating with Statisticians to
Cycle: Develop Quality-Oriented Structures:
Adopting iterative improvement cycles Leveraging statistical expertise to
such as the Deming or Shewhart cycle to design robust quality management
systematically identify, analyze, and systems and processes that are based on
address opportunities for enhancement. data-driven insights and analysis.

Fostering Inclusive Idea Generation for

Improvement:
Encouraging input and feedback from all
levels of the organization to harness the
collective intelligence and creativity of
employees in driving innovation and
improvement.
 DEMING’S TRIANGLE
Management
Commitment to
Improvement (Points
2, 14, 1): Management Commitment to Improvement (Points 2, 14, 1):
Demonstrating leadership's unwavering dedication to fostering a
culture of continuous improvement and quality excellence.

Improving Relationships and Applying Statistical

Methodology (Points 9, 8, 10, 11, 12, 7, 4):
Strengthening internal and external relationships while leveraging
statistical methodologies to drive informed decision-making and
process optimization.

Applying the Statistical Methodology (Points 6, 13, 5, 3):

Emphasizing the systematic application of statistical techniques to
Improving Applying the measure, analyze, and improve processes, products, and services.
Relationships Statistical
Methodology (Points Methodology (Points
9, 8, 10, 11, 12, 7, 4): 6, 13, 5, 3):
PDCA LIFE CYCLE: PLAN, DO, CHECK AND ACT

PLAN: DO:
Define objectives and goals for Implement the planned changes according
improvement. to the established action plans.
Identify processes to be improved and set Execute pilot projects or small-scale tests
measurable targets. to assess the feasibility and effectiveness
Develop action plans outlining specific of proposed improvements.
steps to achieve objectives. Collect data and observations during the
Anticipate potential risks and establish implementation phase to evaluate
contingency plans. outcomes and identify areas for
adjustment.
PDCA LIFE CYCLE: PLAN, DO, CHECK AND ACT

CHECK: ACT:
Measure and monitor key performance Take corrective actions based on the
indicators (KPIs) to assess progress findings from the check phase to address
towards objectives. identified deficiencies or opportunities for
Compare actual results with improvement.
predetermined targets and benchmarks. Adjust strategies, processes, or action
Analyze data to identify trends, patterns, plans as necessary to optimize
and root causes of deviations from performance and achieve desired results.
expectations.
Verify the effectiveness of implemented
changes in achieving desired outcomes.
PDCA LIFE CYCLE: PLAN, DO, CHECK AND ACT

Standardize successful practices and incorporate lessons learned into future

planning and implementation cycles.
Repeat the PDCA cycle iteratively to drive continuous improvement and
maintain organizational agility.
CONCLUSION

Implementing the Deming Philosophy requires a multifaceted approach that

addresses both cultural and procedural aspects of organizational change. By
overcoming obstacles, following a structured action plan, and adhering to Deming's
core principles, organizations can foster a culture of continuous improvement and
achieve sustainable success.
Thank you!