Curious Cat Management Improvement Library - W. Edwards Deming

The Unnatural Environment by H Thomas Johnson, Jan 2010
"Toyota's management culture at its zenith was process-driven, not results-driven. Toyota eschewed the financial markets' absurdly impossible demand to produce higher results quarter by quarter. It rejected the idea espoused by lean authorities that a company can improve its overall performance by subtracting parts... Its pathway to higher results echoed Deming's advice, given many years ago, to improve the capability of the process, not to demand that people meet higher targets."
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What Dr. Deming Had To Say About Reforming and Improving Public Education by Mike Bock, Aug 2009
"Abolish grades in school, from toddlers on up through the university. When graded, pupils put emphasis on the grade, not on learning." "Deming's Second Theorem: We are ruined by people doing their best without knowledge. There is no substitute for knowledge. Without theory there are no questions, without questions, there is no learning." "Management in any form is prediction. rational prediction requires theory."
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Peter Scholtes by John Hunter, Jul 2009
My father wrote about the First Street Garage project in W. Edwards Deming's Out of the Crisis (pages 245-247). Peter (who was working for the City of Madison at the time) and he became good friends working on that project together. Peter went to work for Joiner Associates afterwards and was a primary author of the Team Handbook. And Peter spent many years working with Dr. W. Edwards Deming and moving forward Dr. Deming's ideas... Peter's Leader's Handbook is the first management book I recommend for everyone.
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Why Did Training Within Industry Die in the United States? by Mike Micklewright, Jul 2009
"the principles behind lean and Deming are aligned with each other... The benefits of TWI, and lean itself, and all of its tools (i.e., 5S, value stream management, quick changeover, work cells, total productive maintenance, and TWI), will never be sustained within an organization unless the company adopts the principles, culture, and supporting practices behind lean. Principles, such as respect and involvement of all of the people and process focus rather than department/objective/goal focus, need to be in place."
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Gemba-Based Leadership - Not Just for Chief Engineers by John Shook, Feb 2009
"Here's what lean practitioners do: grasp the situation, look for facts at the gemba, as opposed to analyzing data removed from it in time and place, and go through the Deming management cycle."
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Geared for Happiness by Clare Crawford-Mason and Robert Mason, Nov 2008
"quality first and follow through with the honest practice of developing quality products and quality people ... Deming liked to tell how the Great Western Sugar would take newspaper ads to advise the farmers when to plant, thin and harvest their sugar beets so they would get the best crop. This led him to advise Toyota to work with their suppliers and customers rather than go for the lowest price or highest profit."
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Deming Based Organizations by John Hunter, Dec 2007
"Dr. Deming did not propose a cookbook to follow. Instead he proposed a theory that requires learning and application within a specific institution. I see Toyota as the best example of a Deming company. Toyota has created a management system that is based on Dr. Deming's ideas. Adding new ideas Dr. Deming did not mention. Evolving those ideas over 60 years into something that is consistent with Deming's management philosophy."
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The Role of Leadership in Software Development by Mary Poppendieck, Nov 2007
"In this 90-minute talk from the Agile2007 conference, Lean software thought leader Mary Poppendieck reviewed 20th century management theories, including Toyota and Deming, and went on to talk about 'the matrix problem', alignment, waste cutting, planning and standards. She closed by addressing the role of measurement: 'cash flow thinking' over 'balance sheet thinking'."
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Deming's Point #13 as Applied to the Insurance Industry by John Pryor, Jul 2007
"It's certainly okay for employers to encourage education and reinforce its value to everyone through payment for texts, tuition, examination fees, etc. Yet Deming's point is that self-motivation should come first and financial reimbursements or rewards second."
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Bad Management Results in Layoffs by John Hunter, Jun 2007
"Depending on the magnitude of problems it might be that other employees (including managers) would have to suffer (take less pay) just as stockholder might have to take reduced returns in the short term. These would not be easy trade-offs. And layoffs might be necessary (given the level of trade-offs stakeholders could accept...). Avoiding layoffs cannot be the only focus, just as short term profits cannot be the only focus. My views are largely colored by the weaknesses I see now with management in the USA which is that of using any excuse to have layoffs even while claiming sentiments such as 'people are our most important asset.'"
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Louisville Slugger: The sweet spot by Paul V. Arnold, May 2007
"Kentucky is today home to many plants owned by companies that have become synonymous with Deming/CI/lean ideals - Toyota, General Electric, Ford and Johnson Controls, to name several. However, few have been at it longer than H&B. Its leadership is shown in the fact that Jack Hillerich serves on the W. Edwards Deming Institute board of trustees and is on the executive board of the Louisville chapter of the Center for Quality of Management. 'We live this stuff every day,' says Hillerich. 'It's to the point where people on the plant floor aren't even thinking about it, but they are doing it.'
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Innovation with Joel Barker by Wayne Turmel, Mar 2007
"Innovation isn't necessarily all great. Unintended consequences are something to be considered- what Joel calls "Cascade Thinking". What are the long-term consequences before you invest. "the answer to the problem is only the beginning of the solution... Joel thinks someone named Tor Dahl will join the ranks of Drucker and Deming. His specialty is increasing productivity without having people lose their jobs..."
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Machine Revisited by Jim Womack, Mar 2007
Podcast of Mark Graban interviewing Jim Womack; discussing the reissue of Machine that Changed the World: "the biggest disappointment... was to have people tell me it was a great book about fa factories."
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Performance Measures and Statistics Course Materials by Steven Prevette, Dec 2006
Course material from a 2 day course. Topics include: Dr. Demings red bead experiment, operational definitions, selecting performance targets, SPC, theory of variation, control charts, pdsa, pareto charts.
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The Deming advantage. How Indian Industry is managing quality? by Surinder Kapur, Nov 2006
"The reworking cycle was so cumbersome, it took us a year to overcome the backlog. If we had instead worked on improving our processes so that all rejections were minimised . rather than tried to solve the problem of customer rejections . we would have fared much better."
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Deming Interaction - Fall 2006 by Dr. W. Edwards Deming, Sep 2006
Deming institute newsletter including, Some notes on Management in a Hospital, by W. Edwards Deming: "The same problems that I have noted will continue. A physician cannot change the system. A head nurse cannot change the system. Meanwhile, who would know? To work harder will not solve the problem. The nurses couldn.t work any harder."
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Idealized Design: Bells Labs Creating the Telephone System of the Future by Russ Ackoff, Aug 2006
Excerpt from Idealized Design, discussing how Bell Labs designed and creted the phone system of the future in the 1950s.
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System thinking and spreading knowledge by G?ran Henriks, Mats Bojestig and Lloyd Provost, Apr 2006
Huge file of slides from a presentation from the European Quality Forum. Since this is just the slides it is not the easiest to follow. Still there is a great deal of good information here on the application of good ideas, many from the Improvement Guide.
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Deming Interaction Spring 2006 by The W. Edwards Deming Institute, Mar 2006
"I believe that TMC [Toyota] today is a result of our continued efforts to implement positive change in pursuit of the Deming Prize. - Dr. Shoichiro Toyoda, honorary chairman of Toyota Motor Corporation"
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What is the Purpose of Dr. Deming's Theory of Management? by Ernie A. Cevallos, Feb 2006
" 1. Foster an environment to allow all people to experience joy in their work and pride in the outcome 2. Optimize the system of interdependent stakeholders so that everybody wins. Avoid optimizing one stakeholder groups welfare at the expense of another stakeholder 3. Improve and innovate the condition of society"
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Interview of Jamie Flinchbaugh (mp3 format) Feb 2006
Interview (under 5 minutes) of Jamie Flinchbaugh, co-author of Hitchhiker's Guide to Lean: Lessons from the Road
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The Deming Wheel by Balaji Reddie, Jan 2006
Discusses the PDSA cycle and the history. It also has an interesting paragraph relating the Deming Cycle to the theory of knowledge.
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Total Quality Service by Michael Tiemann, Oct 2005
"Do we offshore the problem to somebody else, you know get more bad software cheaper? Or do we fix the problem? I think we fix the problem. Now, in going to Japan and talking about this software quality problem it was pretty obvious I had to go and study Deming..."
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Life Beyond the Short Term by Simon Caulkin, Sep 2005
"Some of Deming's points seem disarmingly simple, others counterintuitive. Note that there is nothing about shareholder value, or, at the other extreme, about being nice to people - just a powerful system for focusing everyone's attention on doing the important things better"
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Lead To Succeed by Stephen S. Prevette, Sep 2005
The application of SPC and other quality tools can be rewarding. It can provide both financial and professional fulfillment. I believe my application of Deming?s management theories has been crucial to Fluor Hanford?s success.
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The Purpose of an Organization by John Hunter, Aug 2005
"The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term." Dr. W. Edwards Deming
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The Best Factory in the World by Norman Bodek, Aug 2005
From his book, Kaikaku : "Pictures of areas of the factory or the office hung throughout the plant. Workers were encouraged to look at the pictures and talk about them together, then to make improvements."
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Stretching Agile to fit CMMI Level 3 by David J. Anderson, Jul 2005
"At Microsoft, we've adopted the teachings of W. Edwards Deming and stretched our MSF for Agile Software Development method to fit the requirements for CMMI Level 3. The resultant MSF for CMMI Process Improvement is a highly iterative, adaptive planning method, light on documentation, and heavily automated through tooling."
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Top 25: Influential Business Leaders by CNN, Jun 2005
Dr. Deming was included in this list along with the likes of Gates, Grove, Jobs, Welch, Dell, Greenspan and Bezos.
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Quality at Work - Spring 2005 by MAQIN, Apr 2005
The newsletter includes several articles and a toast by Dr. Brain Joiner with several Dr. Deming quotes: "A numerical goal without a method is nonsense. The most useful numbers are unknown and unknowable. Where there is fear you do not get honest figures."
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The Toyota Phenomenon by Ernst C. Glauser, Apr 2005
"Shoichiro Toyoda, Honorary Chairman and director of Toyota Motor Corp.: 'There is not a day I don't think about what Dr. Deming meant to us. Deming is the core of our management.'"
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Six Sigma and Kaizen Compared: Part 1 by Raphael L. Vitalo, Feb 2005
"Kaizen, as a method for making improvements, is usually understood as part of Lean. However, the term Kaizen is used in two ways. The first use refers to the pursuit of perfection in all one does. In this sense, Kaizen represents the element of continuous improvement that is a fundamental part of the Quality Model. In a business context, it includes all activities, personal and teamed, that leverage learning to make processes better at satisfying customer requirements. In this use of Kaizen, it has always been a part of the Quality Model (?Improve constantly and forever? - W. Edwards Deming)."
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Tom Peters Hates Quality but Loves Its Principles and Practices by John Pryor, Jan 2005
"Dr. Peters appears to be critical of the quality disciplines advocated by Dr. Deming and Dr. Joseph Juran, yet he seems to actually support and reinforce these same principles of quality."
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A Holistic View of Six Sigma by Roger Hoerl and Ronald Snee, Dec 2004
Sample chapter from their excellent book, Six Sigma Beyond the Factory Floor.
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Deming Interaction Fall 2004 by W. Edwards Deming Institute, Dec 2004
Articles include: "Institute Develops a Cadre of Seminar Instructors" and "Lloyd Provost awarded ASQ Deming Medal."
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Revisit Deming for Best Primer on Quality Management by Mark Patten III, Jul 2004
Short article from the Business Review.
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Making the Business Case for Agile Management by David J. Anderson, Jul 2004
"Agile Management seeks to make a paradigm shifting change in the approach to management of software engineering using best practices in management science including the true definition of value, the concept of a value chain, systems thinking and a focus on quality through an understanding of variation."
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Unjust Deserts by Mary Poppendieck, Jul 2004
The article explores the problems caused by performance appraisal. "Ranking people for merit raises pits individual employees against each other and strongly discourages collaboration."
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100 Years of Juran by Debbie Phillips-Donaldson, May 2004
She quotes Juran as saying "Deming was convinced applying statistical methods was the complete remedy for quality problems. I agreed statistics was an essential element of the remedy, but I knew much more was needed." How she can quote such a statement without noting the obvious falsehood (Deming advocated for a more fundamental change in management than anyone I know of, and not for the simple applying of tools as Juran implies) is beyond me. Ignoring his repeated attempts to restate history relating to Dr. Deming, Juran did make significant contributions to the Quality Management field.
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Investigating the Association Between Productivity and Quality Performance in Two Manufacturing Settings by Robert Gudgel and Constantine Kontoghiorghes, Apr 2004
"An important implication for practice is that the empirical evidence this study provides?that Deming?s concept that quality improvement also improves productivity?is valid. This means quality management practitioners must draw upon TQM and related concepts that support quality improvement in order to assist their organizations to be competitive and productive."
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Deming's Point 1 as It Applies to the Insurance Industry by John Pryor, Feb 2004
"Create constancy of purpose for improvement of product and service." This W. Edwards Deming principle has great relevance to the insurance industry as illustrated by real-world examples."
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Boom-time Bonanza Dec 2003
"This year's Deming list is monopolised by Indian companies ? five out of eight. V Jagannathan talks to the people behind these enviable honours."
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Ten years after Deming, where is the real quality? by Marcia Daszko, Dec 2003
"People latch onto tactics, targets, incentives, grades, black belts, MBAs without theory; they think (wrongly), and then are puzzled when the fads won't work."
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New Economy Concepts and the Application of Deming.s Theories on Management by Christian Buckley and Arthur Close, Jul 2003
"All measures should supply accurate information usable for making good decisions. To paraphrase Dr. Deming - if you don.t know how to use the answer to improve you process, the calculation(s) were a waste of time." Great point: Measurement and Data Collection.
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Evolution of the PDSA Cycle by Ron Moen and Cliff Norman, Jan 2003
"Deming has always given credit to Shewhart for the idea of the cycle, but Deming has fostered the expansion of the idea to all areas for learning and improvement."
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Leading Six Sigma: Launching the Initiative by Roger W. Hoerl and Ronald D. Snee, Nov 2002
Excerpt from their book, Leading Six Sigma
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Revisiting Demings Management Theories in the 21st Century by Bill Bellows, Feb 2002
"Without a strong sense of interconnectedness, segments may be improved upon (or removed) without sufficient consideration to indispensable relationships between the system elements."
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What are the Measures That Matter by Art Kleiner, Feb 2002
Explores the idea of Professor Kaplan (Balanced Scorecard) and Professor Johnson (Profit Beyond Measure).
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Still Ahead of His Time: The Management Philosophy of W. Edwards Deming by Marcia Daszko and Nida Backaitis, Ph.D., Oct 2001
"Deming?s management philosophy, developed decades ago, foreshadowed the evolution of business models and strategies that are important today: the relentless integration of the customer into a more innovative system, the evolution of the modern, information-based supply chain, and powerful, new connectivity within organizations."
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Demings System of Profound Knowledge by Steve Horn, Aug 2001
"Organisations led by people who are guided by the System of Profound Knowledge are likely to be much more efficient and successful in the long term than organisations which continue with the prevailing style of management."
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Deming Retrospective Inputs by Gerry Hahn, Jul 2001
"In my talk, entitled The Proactive Statistician, I plan to ?examine how the role of the statistician has evolved in the years since Deming?s death in 1993, and how his teachings have fared. I will conjecture on how Deming would have reacted to today's environment in general, and to the Six Sigma initiative in particular."
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Lessons Learned from the Red Bead Experiment by Steve Prevette, Jun 2001
Excellent information. Lays out many of the points of Deming's famous Read Bead Experiment. Includes a great list of further resources on this topic.
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W. Edwards Deming: The Story of a Truly Remarkable Person by Robert B. Austenfeld, Jr., May 2001
Very detailed biography of Dr. Deming's life and work.
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Deming Interaction Newsletter Feb 2001 by Deming Institute, Feb 2001

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Turmoil in the Swiss Quality Scene: A Missed Opportunity!! by Ernst C. Glauser and Noel C. Spare, Jan 2001
Interview of Soren Bisgard by the Swiss Deming Institute.
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He Made America Think About Quality by Andrea Gabor, Oct 2000
Short article on Deming from the 30 October 2000 issue of Fortune.
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The Deming Dimension: Management for a Better Future by Henry R. Neave, Mar 2000
A look back at the lifetime?s work of Dr W. Edwards Deming by the author of the excellent book: the Deming Dimension.
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My Thoughts after 6 Sigma Conference by John Hunter, May 1999
Review of thoughts prompted by attending a conference on six sigma practice focused on items of interest for those familar with Deming's philosophy.
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A Champion for Quality by Dr. Arlie Hall, Apr 1999
"I would argue that Deming's teaching about quality, avidly absorbed by key Japanese industries after WW II, makes him one of the most influential persons of this century and possibly, the next one as well."
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Total Quality Ltd by R Sridharan, Nov 1998
Long article detailing how Sundaram-Clayton (based in India) won the Deming prize. Recommended.
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Statistics and Reality by David and Sarah Kerridge, Nov 1998
"W. Edwards Deming distinguished between two types of statistical study, which he called 'Enumerative' and 'Analytic'. This sounds theoretical, and it is: but it is also a very practical."
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Sundaram-Clayton and the Art of Quality Management by Manjari Raman, Feb 1998
An articile from the Indian Financial Express on the 1998 Deming Prize winner based in India, Sundaram-Clayton.
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Shewhart-Deming Critique of Classical Statistics by Jonathan Siegel, Dec 1997

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A Different Perspective on Quality: Bringing Management to Life by H. Thomas Johnson, Oct 1997
Presentation at The Deming Institute. "We truly honor the legacy of Edwards Deming and Gregory Bateson if we begin to recognize that our business and economic organizations should be viewed as life systems, not mechanical systems, and begin to act accordingly."
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Deming as Pragmatist by William C.Towns, Oct 1997
"Philosophy helps us understand how we learn and how meaning becomes attached to objects, concepts and, most fundamentally, language. As such, philosophy was of the utmost interest to W. Edwards Deming and the philosophy of pragmatism became the lens through which Deming chose to view his work. According to pragmatism, the 'marketplace of experience' directs one towards meaning in life. Pragmatism provided Deming a philosophical method which dealt with meaning in life, the practical consequences of meaning and with an answer to the fundamental question, 'how do we learn?'"
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Critical Chain - chapter 11 by Dr. Eliayhu Goldratt, Apr 1997
from Critical Chain. "This is probably the most daring assumption of TOC. One of its foundations is that whenever we witness a conflict, it is a clear indication that someone has made a faulty assumption, a faulty assumption that can be corrected, and by doing so the conflict removed. What do you think about it?"
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Managing Complexity by David and Sarah Kerridge, Jan 1997
"The Deming Philosophy shows us how to reduce complexity. The simpler something is, the easier it is to manage - other things being equal."
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The Three Careers of W. Edwards Deming by Michael J. Tortorella, Jul 1995
A short summary of Deming's career. Originally published in the Siam Times. "From Fisher (with whom he studied in London during a year's leave of absence from USDA) he acquired the predictive, inferential, analytical approach that he found of primary importance. Deming equated prediction with the providing of answers to the question "What would be best?" In other words, the statistician's task is to design the experiment (when possible), examine the data, and provide guidance on how to proceed in some human endeavor (an early expression of the decision-theoretic point of view)."
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Post-Capitalist by Peter Schwartz, Jul 1993
Interview with Peter Drucker in Wired. "His latest book, Post-Capitalist Society, is a brave effort to outline the shape into which capitalistic society may evolve next, now that knowledge, rather than capital, is the basis of wealth."
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Drastic Changes for Western Management by W. Edwards Deming, Jun 1986
A compact summary of the most important points that Dr. W. Edwards Deming has been making about changes that must be made by American businesses if they are to be competitive from 1986.
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Meet Dr. Deming, Corporate America's Newest Guru by T. R. Reid, Dec 1983
"The professor belittles the suggestion that 'quality control' can be achieved by careful inspection. 'Inspection is too late, dont you see? It's so simple! When you make toast, do you want to burn the toast and scrape it, burn the toast and scrape itor do you want to make the toast right before it gets to your inspectors?' The right way to make toast, under the Deming rules, would involve careful observation of every element of the processthe quality of the bread in the market, the wiring and the timing mechanism in the toaster, the methods employed by the person charged with making toast."
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Dr. Deming Speaks About Quality in Japan Nov 1980
Interesting short article - the wording is a bit funny in place, I am pretty sure it was written in French and translated. "In the Japanese industry, quality is everybody's job. They cannot get quality with a quality control department only. A quality control department too often in America is a police department, and becomes later a fire department. Quality has to be everybody's job."
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Dr. Demings 1950 Lecture to Japanese Top Management Jan 1950
"In 1950, Dr. Deming gave a lecture to 80% of the top management people in Japan. What follows is a English translation of the original Japanese transcript. John Dowd made this happen a few years back and has agreed to share it with the Deming Community."
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Total Quality Leadership: A Primer by Navy Total Quality Leadership Office, Nov 0002
By Archester Houston and Steven Dockstader.
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Quality in Learning by Todd Bergman,
with, Mt. Edgecumbe High School, Sitka, Alsaska.
Extensive article documenting Mt. Edgecume's journey with Quality in Learning.
Written in the last 1990's we believe.
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Quality Lexicon by OQPF,
Over 100 Deming, and quality, related words and phrases are defined and explained.
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A Script for Dr. Demings Red Bead Experiment by Steven S Prevette, Steven M Byers and Thomas Trible.,
Word Format
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A Commentary on Dr. Deming's Fourteen Admonitions

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TQM in Health Care Industry by Clinic for Holistic Healing,
"A detailed examination and application of the charter points will make it clear as to how Deming's Total Quality Management approach is suitable for health care industry in India and other developing countries."
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What would Deming do? by David Schwinn,
The article speculates on how Deming would react to various facets of Six Sigma. When this was written, you had to go to select part two and then return to that page for part 3-5.
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Deming and Six Sigma
"The Six Sigma process can be seen to offer a parallel to Deming's Plan-Do-Study-Act Cycle, although Six Sigma brings experimental design and regression analysis to the forefront in the 'plan' phase. Six Sigma also emphasizes design as a key function for achieving six sigma performance levels, and devotes attention to planning the design phase of production. Deming, too, emphasized 'Plan' in his four-state cycle, promoting the importance of establishing a relationship between desired output and required input as well as necessary production processes."
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From Deming, with Love by Sunil Jain,
"In each case, detailed histograms, bar charts, and other statistical charts were prepared and solutions/causes documented, so after a while, it was impossible for SRF to slip in terms of yesterday?s quality?the only way left for the company to go then, was up."
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Deming Interaction - Fall 2005 by Deming Institute,
Dr. Deming: "One trouble with American industry today is that top management supposes that one lecture or one day will do it. 'Come, spend a day with us, and do for us what you did for Japan, that we too may be saved.'"
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Does anybody give a hoot about profit? by W. Edwards Deming and Henry R. Neave, Jul 2000
Dr W. Edwards Deming gave a short presentation to some 25 executives from major European companies. This document is a transcript prepared and edited by Henry Neave.
Rating: 2.0 (1 review)
Total Quality Leadership vs. Management by Results by Brian L. Joiner and Peter R. Scholtes, May 1985
Excellent article for those interested in improving management. It begins with a very short early 90's view on the increasing Asian economic clout. Those who are not interested in management improvement would likely be tempted to ignore the important ideas found in the article since Asia has been having trouble (obviously given what our web site offers we would not agree with doing so).
Rating: 2.0 (1 review)
Variation, Management and W. Edwards Deming by Brian Joiner and Marie Gaudard, Nov 0002
Originally published in Quality Progress, December 1990. Excellent article.
Rating: 2.0 (1 review)
In the Beginning, There Were Deming and Juran by Phil Landesberg, Dec 1999
Originally published in the Journal of Quality and Participation. A nice (very short) look back on the lives and ideas of Deming and Juran with the aim of encouraging us to learn from their work.
Rating: 3.0 (1 review)
Fundamentals of Total Quality Leadership by Navy Total Quality Leadership Office, May 1997
Contains the student handouts, instructor guide and overhead slides. The file is 5,620k.
Rating: 3.0 (1 review)
Deming?s Point Seven: Adopt and Institute Leadership by OQPF, Jan 1989
An 18 page exploration of Leadership.
Rating: 3.0 (1 review)
Small Business Guidebook to Quality Management by Office of Secretary of Defense Quality Management Office,
The aim of this guidebook is to help small businesses make the transition to a quality culture. While the focus of the guidebook is small businesses the information is helpful to anyone transforming and continually improving their organization.
Rating: 3.3 (3 reviews)
Youden Memorial Address - 2000 by Geoff Vining, Oct 2000
"The basic theme for my talk today is that Jack Youden is an appropriate role model for today?s industrial statisticians. Jack Youden was someone who appreciated the fundamental role statistics can play in industry."
Rating: 4.0 (1 review)
Why Students Lose When 'Tougher Standards' Win: A Conversation with Alfie Kohn by John O'Neil and Carol Tell, Sep 1999
Originally published in Educational Leadership, September, 1999. Also see: The Schools Our Children Deserve by Alfie Kohn, 1999.
Rating: 4.0 (1 review)
Managing Fear in the Workplace by Navy Total Quality Leadership Office, Jan 1993
By J. Gerald Suarez. Publication No. 93-01 (or view the acrobat version)
Rating: 4.0 (1 review)
Three Experts on Quality Management - Philip B. Crosby, W. Edwards Deming, Joseph M. Juran by Navy Total Quality Leadership Office, Jul 1992
Describes views of quality management. By J. Gerald Suarez. Publication No. 92-02. (or view the acrobat version.)
Rating: 4.0 (1 review)
Online Quality Tools Tutorial by Clemson University Continuous Quality Improvement Server,
Tutorial for various tools used by W.E. Deming.
Rating: 4.0 (1 review)
Quality and the Required Style of Management: the Need for Change by W. Edwards Deming,

Rating: 4.0 (1 review)
Meet the Best Little House Builder in Texas by Christina Novicki, Aug 1996
(from Fast Company) Doyle Wilson rebuilt his company around the teachings of Deming and Toyota. Now he's the one doing the teaching.
Rating: 5.0 (1 review)
The Deming Approach to Education: A Comparative Study of the USA and Japan by Kosaku Yoshida, May 1994
Originally Published in the International Journal of Educational Management. This article compares the values and practices in elementary to secondary state schools in the USA and Japan in the light of Deming's philosophy.
Rating: 5.0 (1 review)
Lean Programming - part 1 of 2 by Mary Poppendieck, May 2001
"Assembly-line production techniques apply to software, too."
Rating: 6.0 (1 review)
Lean Programming - part 2 of 2 by Mary Poppendieck, May 2001
"Total Quality Management still rings true for software." Not a perfect represenation of Deming's ideas (in our opinion) but an example of Deming's ideas continuing to spark interest.
Rating: 6.0 (1 review)
Deming InterAction - Fall 2000 by Deming Institute, Aug 2000
W. Edwards Deming Institute Newsletter. Articles include several personal views of Deming and Tacoma partnership notes.
Rating: 6.0 (1 review)
Public Sector Network News - Summer 1999 Jun 1999
Articles include - Citizen Participation: Tackling the Thorns, Partners in Quality and The Great Experiment: Deming Meets the Community.
Rating: 6.0 (1 review)
Scoring on the Rebound by Marc Ballon, Oct 1998
Sales at SurfSoft Inc., a 1998 Inc 500 winner, faltered until CEO Chuck Hickey picked up The Deming Management Method by Mary Walton. The book taught him to promote cooperation among employees.
Rating: 6.0 (1 review)
Primer: Understanding Analytic versus Enumerative Studies by Eileen J. Beachell and Marilyn Monda, Jun 1996
Edited by W. Edwards Deming.
Rating: 6.0 (1 review)
Cause and Effect Diagram by Clemson University Continuous Quality Improvement Server,
Part of tutorial for various tools used by W.E. Deming.
Rating: 6.0 (1 review)
Control Chart by Clemson University Continuous Quality Improvement Server,
Part of tutorial for various tools used by W.E. Deming.
Rating: 6.0 (1 review)
Flow Chart by Clemson University Continuous Quality Improvement Server,
Part of tutorial for various tools used by W.E. Deming.
Rating: 6.0 (1 review)
Histogram by Clemson University Continuous Quality Improvement Server,
Part of tutorial for various tools used by W.E. Deming.
Rating: 6.0 (1 review)
Pareto Chart by Clemson University Continuous Quality Improvement Server,
Part of tutorial for various tools used by W.E. Deming.
Rating: 6.0 (1 review)
Run Chart by Clemson University Continuous Quality Improvement Server,
Part of tutorial for various tools used by W.E. Deming.
Rating: 6.0 (1 review)
Scatter Diagram by Clemson University Continuous Quality Improvement Server,
Part of tutorial for various tools used by W.E. Deming.
Rating: 6.0 (1 review)
Deming Saw Flaw in System by Brian Santo,
Originally published in EE Times. "Part of the 'people stuff' is Deming's explicit condemnation of ranking employees."
Rating: 6.0 (1 review)
Deming Disciples?Our Industry's Real Leaders? by John Pryor, Feb 2004
"Dr. Deming has been seriously misunderstood by executives who seek quick fixes. Some adopted his principles, and their firms benefited. Others mistakenly characterized him as a quality-control guru and father of Total Quality Management. Neither is true."
Rating: 9.0 (1 review)