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Name: Baibo Li

OPS 301

October 22, 2017

1) What impressed you most about Deming’s philosophies and about his approach?

The Deming’s Philosophies and his approach are impressive. These points come with so much knowledge in fact; studies show that successful firms have confirmed for years that the Deming’s philosophy leads to a significant change and improvement to the company. It is perhaps among the reasons why these 14 points are currently referenced for quality revolution.

Another impressing thing about this philosophy is that it can be applied to any size and type of the business. It is evident that service and manufacturing firms need to control their quality just like any other business. Also, the philosophy is applicable equally to large multinational companies, departments or firm’s divisions in a company. However, some of these points are surprising to me. 2) Do any of the 14 points seem surprising to you?  Why?

There is one point which surprises me, and it is a point to do with removing “barriers to pride of workmanship,” (Aguayo Rafael, 2017). It amazes me because I used to think that using things like rewards to employees can work in boosting performance and delivery of the entire workforce. However, this point is against this act. It proposes that all workers should be equally treated and that they should not be made to compete with others for rewards or monetary gains. 3) Why do you think the Japanese were so receptive to Deming, while U.S. companies were slow to recognize the value of Deming’s teaching?

After the World War, the economy of the war was left in bad shape. However, in the U.S any company which could produce after the war had a ready market because most of the manufacturing firms of the world had been destroyed during the war. It meant that quality meant little to the performance of the U.S firms and hence they did not saw a need to recognize Deming’s philosophies of quality. On the other side, Japan was suffering due to war and bomb catastrophe. As this was the case, some Japanese leaders saw a need for quality control as they thought that this could have had an epochal impact on their country’s situation (Aguayo Rafael, 2017). They invited Deming to give out series of lecturers to Japanese engineers and managers as he did in the U.S. They believed that he could have helped them revive their economy as he did in the United States.

References

Aguayo, Rafael. (2017). Why Deming, Why Now? Deming Collaboration: http://demingcollaboration.com/w-edwards-deming/why-deming-why-now/