W. Edwards Deming - Part 2

Summary

النص يتحدث عن الدكتور ديمينغ وتأثيره الكبير على الشركات اليابانية وتأثيره السلبي على الشركات الأمريكية. يشير النص إلى أن النجاح الأمريكي بعد الحرب كان بسبب الأحداث العسكرية وليس بسبب مهارات الإدارة، وهو ما يشير إلى أن الأرقام ليست كل شيء. يشير النص إلى أن الدكتور ديمينغ كان يرى أن التحسين المستمر هو المفتاح لتحسين الجودة، وهو ما تبعته شركات الصناعة اليابانية بنجاح. وعندما تحول التلفزيون الأمريكي لرؤية الدكتور ديمينغ، بدأت الشركات الأمريكية في الاهتمام ب他的 الأفكار، وبدأت في التركيز على التحسين المستمر. وعندما تحول شركات السيارات الyankee لهذه الطريقة، نجحت في تحسين جودة سياراتها وزيادة حصتها في السوق. ومع ذلك، يشير النص إلى أن التغيير ليس سهل وأنه يتطلب تغيير في التفكير والأسلوب الشخصي، وهو ما كان يعاني منه المديرون الأمريكيون. وأخيرًا، يشير النص إلى أن الدكتور ديمينغ قد وضع 14 نقطة تلخص أفكاره حول الجودة والتحسين المستمر.

Takeaways

• 🏆 W. Edwards Deming was highly respected in Japan, to the extent that an award was named after him, highlighting his influence on Japanese industry's focus on quality and continuous improvement.
• 📈 Japanese companies strive for quality and continuous improvement, which is one of the highest honors they can receive, the Deming Prize.
• 📊 Dr. Deming identified a fallacy in American industry, stating that its success was due to the aftermath of the war, not its own management skills.
• 💡 Deming emphasized the importance of theory over figures, warning against the misuse of quantitative data without understanding the underlying principles.
• 📺 American television brought Dr. Deming to the forefront during the 1980s, leading to a resurgence in his teachings and influence.
• ⏳ Deming's philosophy resonated with business leaders who recognized the fundamental importance of people in his management principles.
• 🚗 Ford's market share recovery was attributed to the quality transformation prompted by Dr. Deming's teachings, particularly in the context of competition from Japanese automakers.
• 🔍 Ford engineers discovered that Japanese transmissions were of higher quality due to tighter tolerances and attention to detail, illustrating the principle of continuous improvement.
• 📈 Ford's success in the 1980s, including overtaking General Motors in market share, was credited to the quality transformation inspired by Dr. Deming.
• 🔄 Deming's teachings emphasize that there is no quick fix for quality management and that it requires a drastic change in thinking and lifestyle.
• 📝 Deming summarized his beliefs in 14 points, which include contentious ideas like the scrapping of performance-related pay and a focus on quality through continuous improvement.

Q & A

德明在日本受到高度尊敬，他们以他的名字命名了一个奖项，这个奖项是什么？

德明在日本受到高度尊敬，他们以他的名字命名的奖项是戴明奖（Deming Prize），这是日本公司追求质量和持续改进的最高荣誉之一。

德明博士在美国工业中识别出了一个什么谬误？

德明博士识别出的美国工业的谬误是，其成功是由于战后的余波，而非其自身的管理技能。他认为，会计们认为数字加起来是对的，但德明知道，最重要的商数实际上是无法衡量的。

德明博士的哪个观点在美国电视上引起了关注，导致他的电话响个不停？

德明博士的观点是，你不能通过制造产品然后将好的与坏的分开来取得进步，因为这样做既浪费人力又浪费时间和材料。这个观点在美国电视上引起了关注，导致他的电话响个不停。

福特公司在1980年代初期与马自达合作，他们制造的是什么类型的车？

福特公司在1980年代初期与马自达合作，他们制造的是面向美国的第一款前轮驱动汽车。

福特公司在1980年代的市场份额是如何增长的，这与德明博士有什么关联？

福特公司在1980年代的市场份额增长，这与德明博士提倡的持续改进和质量变革有直接关联。德明博士的理念帮助福特改进了产品质量，特别是在汽车变速箱的制造上，从而提升了市场竞争力。

德明博士的管理原则中，哪个原则是他认为最重要的？

德明博士的管理原则中，尊重人是他认为最重要的原则。他认为每个人都有固有的价值，并且这一点在他的基本管理原则中反复出现。

德明博士如何描述他对质量的看法？

德明博士将质量描述为一种思维方式，是一种关于我们如何思考每件事以及我们生活方式的根本性改变。他强调没有快速解决的方法，质量需要时间和持续的努力来实现。

德明博士提出了多少点管理原则？

德明博士总结了他的管理原则为14点，这比摩西的十诫还要多，显示了他管理哲学的深度和复杂性。

为什么德明博士反对绩效相关的薪酬制度？

德明博士认为绩效相关的薪酬制度可能会导致短期行为和忽视长期质量，这与他提倡的持续改进和全面质量管理的理念相冲突。

1985年，一家美国公司成为第一个在日本以外获得戴明奖的公司，这家公司位于哪里？

1985年，一家位于迈阿密的美国公司成为第一个在日本以外获得戴明奖的公司。

德明博士的管理哲学在美国被广泛接受之前，他在美国的知名度如何？

在德明博士的管理哲学在美国被广泛接受之前，他在美国的知名度并不高。即使他住在离白宫仅五英里的地方，许多美国人，包括白宫的高级顾问，都没有听说过他。

德明博士的管理哲学在美国引起广泛关注的转折点是什么？

德明博士的管理哲学在美国引起广泛关注的转折点是他在一次电视节目中出现，节目提出了为什么美国正在输给日本的问题，德明博士在节目中仅出现了九分钟，但这足以引起广泛的关注和讨论。

Outlines

00:00

🌟 Deming's Impact on Japanese Industry and American Realization

The first paragraph discusses the profound influence Dr. W. Edwards Deming had on Japanese industry, leading to an award named in his honor. It highlights the Japanese pursuit of quality and continuous improvement, known as the Deming Prize. The narrative then shifts to the post-war era, where American industry, despite its dominance, overlooked the importance of quality, focusing instead on quantity. Dr. Deming's teachings were initially disregarded in the U.S., but his emphasis on management skills and the fallacy of relying solely on figures resonated when American television raised the question of why America was losing ground to Japan. This led to a resurgence in interest in Deming's philosophy, with American companies seeking his guidance. The paragraph also touches on Ford's struggle against Japanese competition and its eventual adoption of Deming's principles, which significantly improved the quality of their vehicles and contributed to their market share recovery in the 1980s.

05:01

🚗 Ford's Quality Transformation and Deming's Philosophy

The second paragraph delves into Ford's partnership with Mazda and their development of a front-wheel drive car, which was a pivotal moment in the company's history. It contrasts the quality of American-made transmissions with those made in Japan, emphasizing the meticulous craftsmanship and tighter tolerances of the latter. This focus on continuous improvement and quality control led to superior performance and customer satisfaction. The paragraph also discusses the broader impact of Deming's philosophy on the American business landscape, with a surge in interest in total quality management. However, Deming warned against the idea of a quick fix, stressing that quality is a mindset that requires a significant shift in thinking and living. His 14 points, a comprehensive guide to his beliefs, are mentioned, along with the resistance of American managers to embrace such a drastic change. The paragraph concludes with the recognition of an American company based in Miami as the first to win the Deming Prize outside Japan, signifying the global adoption of Deming's principles.

Keywords

💡Deming

W. Edwards Deming was an American engineer, statistician, and professor known for his work in quality control and statistical methodology. In the video, he is highly regarded in Japan for his teachings on quality and continuous improvement, which led to the establishment of the Deming Prize in his honor. His philosophy had a profound impact on Japanese industry and later on American companies, emphasizing the importance of quality over quantity and the role of management in achieving it.

💡Continuous Improvement

Continuous improvement, also known as Kaizen in Japanese, is a business philosophy of constantly striving to improve products, services, or processes. The video highlights its significance as a core principle taught by Deming. It is exemplified by the Japanese companies' pursuit of quality and the Ford's adoption of Deming's principles, which led to significant improvements in their products and market share.

💡Deming Prize

The Deming Prize is an award named after W. Edwards Deming that recognizes companies for their commitment to quality and continuous improvement. It is considered one of the highest honors a company can receive in Japan. In the video, it is mentioned as a symbol of the respect and recognition Deming's teachings have in Japan.

💡Statistical Quality Control

Statistical quality control is a method that utilizes statistical methods to monitor and control a process to ensure it operates within a set of given specifications. The video discusses how, after World War II, American industry did not prioritize this method, leading to a decline in quality compared to Japanese competitors who adopted Deming's teachings.

💡Management Skills

Management skills refer to the abilities and techniques required to effectively oversee and direct a company or team. The video emphasizes that Deming identified a fallacy in American industry, where success was attributed to external factors rather than inherent management skills. Deming's principles focus on improving these skills, particularly through respect for people and a focus on quality.

💡Quality

Quality in the context of the video refers to the high standard of products and services that a company aims to achieve. Deming's teachings emphasize that quality is not just about meeting specifications but about a continuous pursuit of excellence. The video contrasts the 'good enough' approach of American manufacturers with the Japanese approach of striving for continuous improvement.

💡Respect for People

Respect for people is a fundamental principle in Deming's philosophy, suggesting that recognizing and valuing the contributions of employees is crucial for a company's success. The video illustrates this through the experiences of Ford, where embracing this principle led to a cultural shift and improved product quality.

💡Total Quality Management (TQM)

Total Quality Management is a management approach that focuses on continuous improvement of processes, products, and services to meet customer requirements. The video describes how TQM became a popular bandwagon in the 1980s, with many companies seeking to implement it. However, Deming warns against the quick fix mentality and emphasizes that quality is a long-term commitment.

💡Performance-Related Pay

Performance-related pay is a compensation system where employees are paid based on their individual performance or the performance of the company. Deming was critical of this approach, as mentioned in the video, because it can lead to short-term thinking and not align with the long-term focus on quality and continuous improvement.

💡Ford Motor Company

Ford Motor Company is an American multinational automaker that, in the video, serves as an example of a company that successfully adopted Deming's principles. By focusing on quality and continuous improvement, Ford was able to increase its market share and overtake General Motors in the 1980s, as a result of the quality transformation prompted by Deming's teachings.

💡Japanese Competition

Japanese competition refers to the rise of Japanese automakers in the global market, which posed a significant challenge to American companies like Ford. The video discusses how the superior quality of Japanese cars led to a shift in the market, forcing American companies to reevaluate their approach to quality and manufacturing.

Highlights

W. Edwards Deming was highly regarded in Japan, to the extent that an award was named after him.

Japanese companies follow Deming's teachings, which emphasize quality and continuous improvement.

The Deming Prize is one of the highest honors a company can receive in Japan.

American industry post-war was dominant but Deming believed its success was due to circumstances, not management skills.

Deming identified a fallacy in American industry, warning against the over-reliance on figures and the importance of theory.

American television brought Deming to the attention of the public, sparking a second Deming revolution.

Deming's appearance on TV led to a surge in interest, with company presidents seeking his advice.

Deming's management principles fundamentally respect the human being and the importance of people in business.

Ford's market share had slipped due to Japanese competition, but Deming's principles helped them improve quality.

The Japanese approach to manufacturing, influenced by Deming, focuses on striving for continuous improvement.

In 1981, Ford, in partnership with Mazda, was building its first front-wheel drive car for America, applying Deming's principles.

Ford's engineers discovered that Japanese transmissions were of higher quality due to tighter tolerances and better craftsmanship.

Ford's market share increased during the 1980s, largely due to the quality transformation prompted by Deming's teachings.

Dr. Deming's teachings spread, and total quality management became a popular topic with many gurus offering their own schemes.

Deming warned that there is no quick fix for quality and that it requires a drastic change in thinking and lifestyle.

American managers were often reluctant to change, preferring to rely on past strategies that no longer worked.

Deming's teachings gained a religious-like reverence in America, with many attending his seminars.

Deming summarized his beliefs in 14 points, advocating for quality through continuous improvement and against performance-related pay.

In 1985, an American company based in Miami became the first outside Japan to win the Deming Prize.

Transcripts

Deming was so highly thought of in Japan

that they named an award after him and

his teachings Japanese companies strive

for quality and continuous improvement

and one of the highest honors they can

receive is the Deming prize money

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not video soon re K Kaku DC check axiom

Africa sto cuñado cottony or e yo recode

oh no han dicho ginetto hottest air

katana day kiddo no days oh no Andy no

sorrow but appstats not sayin what's

good turkey me techie us tominaga

inna sango's on Dino dem English are to

the Tokyo bar aroma notice I got the

very first town you got a hearse for

shifter on a Wallace moving been around

I mean a 389 all super to really shut up

al oh yeah but happy times were here

again with the end of the war who needed

something as dusty a statistical quality

control America didn't other economies

had been eclipsed by the war effort

American industry stood tall the world's

provider and even if the quality of

American goods was only adequate even

questionable there was nowhere else to

go

the dictums of Deming were forgotten

[Music]

dr. Deming revered in Japan returned to

Washington and a quiet suburban life the

Deming had identified a fallacy in

American industry its success was due to

the aftermath of the war not to its own

management skills

the accountants thought the figures

added up but Deming knew that the most

important quotients cannot actually be

measured

beware of figures you better know how to

use and be guided by theory for example

you do some training spend 20,000 pounds

for training and I mean training for a

school you know the cost shows on the

ledger no doubt about it there's the

amount the benefit you'll never know you

cannot measure

it was American television that suddenly

woke up to the 80 year old prophet in

their midst it was to be the second

Demming revolution you don't get ahead

by making product and then separating

the good from the bad

because wasteful waste time of man and

the paid wages waste time of machine

that there are machines it wastes

material what we need is that the 90

minute program asked a critical question

why was America losing out to Japan dr.

Deming appeared for just nine minutes at

the NY and they did it and they've done

it well now the next day Demmings phone

never stopped ringing

at last the local profit was being heard

and I couldn't quite believe that there

was this 80 year old man who was living

five miles from the white house that no

one in America had heard of I even went

to the White House and talked to Charles

Schulz who was then chairman of the

Council of Economic Advisors and I said

do you know W Edwards Deming and he said

is he Joe Deming son and I said not

unless Joe Deming is 110 years old and

he'd never heard of him the company

presidents of America were queuing up to

speak to him one in particular made

repeated calls on his time as I came to

know dr. Deming and we talked more

frequently I began to see how

fundamentally important people are in

his basic management principles time and

time again a key principle of his you

can see it starts with this respect for

the human being that he inherently has

and that resonated so well with my own

feelings that I quickly came to be very

responsive to his ideas

Ford market share had slipped as a

result of the Japanese competition

however much the Americans may have

resented the import the fact was they

were buying them peterson agreed with

Deming that the poor quality of American

cars was to blame the approach in

America at that stage and I must say

also in Europe was that if you were

within the engineers limits plus or

minus so many thousands of an inch or

whatever it is meat meat millimeters

then that's good enough quote good

enough you know the Japanese theory

which was demonstrated by this so

vividly picked up from dr. Deming was

that you should be striving for

continuous improvement in 1981 Ford in

partnership with Mazda was building its

first front-wheel drive car for America

the transmissions were being made partly

in America partly in Japan Foods

engineers couldn't understand why the

American transmissions were noisier and

stiffer than the Japanese ones until

they pulled apart some samples when we

tore the two down we found first of all

that they obviously paid great attention

to even to the appearance of or the

elegance almost to an engineer or a

manufacturer the the gears just were

beautifully made and then as we

dimension them they were operating

within a much much narrower range of

Tolerance way within the specifications

compared with the American firm and that

control and continuous improvement

toward so little variation was leading

to that transmission functioning in a

far superior way in the hands of the

customer Foods market share increase

during the 1980s in 1988 it overtook

General Motors America's top executives

voted Peterson the country's most

effective leader Don Peterson says that

Ford's success in the 80s was entirely

due to the quality transformation

prompted by dr. Deming

suddenly everyone was talking quality

the bandwagon of total quality

management was rolling fast every

management guru had a scheme and an

expensive book which properly adhered to

would lead your company to the sunny

uplands of quality and profit anything

you can say I can say faster I can say

anything dr. Deming is the first person

to tell you there is no quick fix I

think there is no instant pudding is the

way he puts it people want a recipe and

quality is a way of thinking it's a

drastic change in and how we think about

everything we do and even in how we live

and you can't do that overnight and

American managers are very reluctant to

change because when you get in a tight

fix you always want to go back and do

what worked in the past well it won't

work anymore because the Japanese and

people who are following them are doing

things better with dr. Demings belated

recognition in his own country came a

reverence that borders on the religious

the Deming disciples flocked to hear his

slow mocking drawl at four-day seminars

across America over the years Deming has

summarized his beliefs in 14 points

Moses only had 10 his fundamental belief

in quality through continuous

improvement stands alongside contentious

ideas like the scrapping of

performance-related pay

I think the tragedy is people listen to

him and then it seems so hard that they

just take a little piece of it

American managers for the most part one

a Chinese menu they want to take some

from a and some from B and some from C

of the different quality philosophies

are the quality experts and it doesn't

work that way

in 1985 an American company based in

Miami became the first outside Japan to

win the Deming prize