- Jun 27, 2003
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W. EDWARD DEMMING
I told them Japanese quality could be the best in the world instead of the worst.
W. Edward Demming
American industry wasnt interested in his message, so W. Edward Demming took his quality gospel to Japan. In the years following World War II, everyone knew that the label Made in Japan was synonymous with cheap and poorly constructed products. In 1949, to help get Japanese industry back on its feet, Demming presented an eight-day lecture series. He described to Japanese business leaders how they could stop making the worst products in the world by adopting the management principles of statistical quality control. Some of the industrialists adopted Demmings advice, implemented his techniques, and launched what many contend is the worlds most influential quality revolution.
After World War II, U.S. companies didnt have to worry much about quality. They could sell virtually everything they made. It was not until Japanese cars and electronics surpassed American products in reliability and sales that American industry began to consider Demmings quality message. It was Demmings belief that, rather than placing responsibility for product quality on inspectors at the end of the manufacturing process, quality should begin at the design stage and continue throughout production to give workers at every level the power to make improvements. Today, companies that have adopted Demmings quality message have seen vast improvements in product quality and in their ability to compete globally.
CONSIDER THIS: A memo does not implement quality. Quality comes from a passionate commitment to be the best.
Submitted by Richard
I told them Japanese quality could be the best in the world instead of the worst.
W. Edward Demming
American industry wasnt interested in his message, so W. Edward Demming took his quality gospel to Japan. In the years following World War II, everyone knew that the label Made in Japan was synonymous with cheap and poorly constructed products. In 1949, to help get Japanese industry back on its feet, Demming presented an eight-day lecture series. He described to Japanese business leaders how they could stop making the worst products in the world by adopting the management principles of statistical quality control. Some of the industrialists adopted Demmings advice, implemented his techniques, and launched what many contend is the worlds most influential quality revolution.
After World War II, U.S. companies didnt have to worry much about quality. They could sell virtually everything they made. It was not until Japanese cars and electronics surpassed American products in reliability and sales that American industry began to consider Demmings quality message. It was Demmings belief that, rather than placing responsibility for product quality on inspectors at the end of the manufacturing process, quality should begin at the design stage and continue throughout production to give workers at every level the power to make improvements. Today, companies that have adopted Demmings quality message have seen vast improvements in product quality and in their ability to compete globally.
CONSIDER THIS: A memo does not implement quality. Quality comes from a passionate commitment to be the best.
Submitted by Richard
