Before the deming’s 14 points for management

Before the Deming’s 14 Points for Management
Jean-Marie Gogue
The French Deming Association
Abstract
W. Edwards Deming is mostly known for the « 14 Points for Management » that he
recommended to implement when he gave his many four day seminars from 1981 to
1993. This paper aims at understanding how these 14 points were elaborated. The study
is based on lectures he delivered in Tokyo in 1978 and in Paris in 1980. It appears that a
psychological analysis of the audience helped him to find an approach that could make
Western management adopt his philosophy.
Introduction
The four day seminars which Deming gave in America for 12 years, starting in 1981,
were at first based on his 14 Points for Management. The guidelines were given by the
books Quality, Productivity and Competitive Position, published in 1982, and Out of the
Crisis, published in 1986. The schedule changed progressively from 1989 onwards and
focused on the System of Profound Knowledge, which is the ultimate form of the
Deming philosophy. This way of thinking is presented in The New Economics,
published in 1993. Deming gave seminars in Japan for 30 years, starting in 1950. His
teachings were based on Shewhart’s theory according to Economic Control of Quality
of Manufactured Product, published in 1931. At the same time, he tried to make
America and Europe understand Shewhart’s theory, through lectures he gave in
Washington, New York, London, Paris, etc., but people did not understand his purpose
very well. He was known as a statistician, and top management people believed that
they had nothing to learn from him. However it is worth knowing how Deming
explained his management philosophy in the West a couple of years before he wrote his
famous 14 points. I wish I could contribute to this knowledge by reporting a lecture he
gave in Tokyo in October 1978, and a set of lectures he gave in Paris in November
1980.
The Tokyo Conference (October 1978)
The International Conference on Quality Control, organized by the JUSE (Japanese
Union of Scientists and Engineers) and the IAQ (International Academy for Quality),
was held in Tokyo, 17-20 October 1978. The meeting was attended by 3,000 people,
including mainly Q.C. engineers ; half of them were Americans. 157 presentations were
given in 3 days, with four parallel streams. Deming gave a 30 minutes lecture during the

BEFORE THE 14 POINTS
first day, a presentation which was not especially highlighted on the conference
schedule. I listened to him very carefully because some Japanese colleagues of mine
alerted me to the importance of the session. Under the title Quick Review of Some New
Principles of Administration, Deming proposed 25 principles for management, and said
in introduction that Japan applied them while the rest of the world, especially America,
neither understood nor practiced them. This lecture contained most of the ideas which
he presented later during his four day seminars, but the overall presentation was quite
different. At the time, he strongly stressed the importance of statistical methods, just as
he did at his first seminars in Japan. He said in introduction :
It will be obvious that recognition of problems in quality, uniformity, and economy,
and evaluation of attempts to solve them, require statistical methods and statistical
thinking. Statistical methods cover every step in the production-line, from
specifications and tests of incoming materials to tests of product in service, to
consumer research, design and re-design of product. This is why, as Shewhart said,
the statistical control of quality is the broadest term possible for the problems of
economic production (ICQC, 1978, p. A3-1).
The Deming’s 14 points which appeared 3 years later explain the same ideas in a
different style. During his four day seminars, Deming did his best to optimize his
message to American managers by putting more emphasis on management behavior
than on statistical methods. He did not reduce the importance of largely using statistical
methods, and he constantly explained that there is no good management without
statistical thinking, but he strongly stressed the responsibilities of top management. For
example, he wrote at the beginning of Quality, Productivity and Competitive Position :
« The 14 points are obviously the responsibilities of top management no one else can
carry them out. Quality is everybody’s job, but quality must be led by management ».
(Deming, 1983, p. 16)
The 25 principles of the Tokyo 1978 conference can be divided in 4 groups :
Group 1. (principles 1 to 5) The new philosophy
These five principles concern the supervision of production-workers, the best
practices for training and hiring, the failure of specification limits to guide the
production-worker and the need to include the concept of statistical control in job
descriptions. It is clearly stated that management must use control charts in order to
separate problems which belong to the system from those which belong to individuals
or special events. The first point starts with the words :
It is demoralizing and costly to call to the attention of a production-worker a
defective item that he has made, when he is in a state of statistical control with
respect to the cause of that defect. To do so would help him not at all, as he is, in
effect, drawing blind-folded samples of beads, white and black from a bowl of black
and white beads, thoroughly mixed. He can not govern the random appearance of
black beads in his samples, his product : he can not beat the system. He is
2

handicapped by the proportion of black beads in the system. Only the management
can change the proportion of black beads in the bowl (ICQC, 1978, p. A3-1).
Group 2. (principles 6 to 11) Economic losses
These six principles require management to take measures in order to reduce chaos in
the company, and consequently to eliminate the source of big economic losses. They
establish that causes of high production costs may be usefully subsumed under two
categories called : « Faults of the system (common or environmental causes) » and
« Special causes ». Percentages are estimated : 85% for the former and 15% for the
latter. Deming said : « confusion between the two types of causes leads to frustration at
all levels, and leads to greater variability and to higher costs -- exactly contrary to what
is needed » (ICQC, 1978, p. A3-3). Once more, he advised to use simple statistical
techniques. He explained that this practice minimizes the cost of two common
mistakes : (1) looking too often for a special cause and (2) doing too little or nothing
about special causes.
Remark. It’s worth noticing a relevant observation about control charts, that Deming
did not reproduce in his further writings, as far as I know. He wrote : « What is not in
the books, nor known generally amongst quality-control engineers, is that the same
charts that send statistical signals to the production-workers also provide for
management a measure of the totality of faults that belong to the system itself. » (ICQC,
1978, p. A3-3).
Group 3. (principles 12 to 15) Constantly improve the production-line, viewed as a
system
These four principles stress the fact that problems of the system are problems for
management and show the way to solve them. Deming pointed out that a prerequisite to
system improvement is achieving statistical control of the main quality-characteristics
of a process. Then he said that mechanical governors that hold characteristics within
specifications do not improve the system. It was an alarm. Some of us remember that
during the 70’s a great myth in American management was the belief that
« automation » would solve all the problems of quality and productivity ; his four day
seminars discredited it. But these four principles mainly aim at explaining the
management’s job ; therefore it is not surprising to find a sharp diatribe against the
American management practices. For example Deming said : « The usual claim of
management, in the absence of statistical methods, that ‘we are doing everything that
we know of to improve quality and to decrease costs’, though ever so true, is only a
confession of wishful thinking without benefit of knowledge of statistical principles of
administration. » (ICQC, 1978, p. A3-4).
Principle 15 goes along with the famous chart of production viewed as a system, also
reproduced in Out of the Crisis and The New Economics, which was presented to
Japanese industry leaders in 1950. The caption is : « A process has an identity and a
predictable capability only if it is in a state of statistical control. In this state, the main
3

quality characteristics of the product will dependably fall tomorrow within predictable
limits. Output can be predicted ; likewise cost of production ».
Group 4. (principles 16 to 21) The consumer is the most important point
These six principles concern the producer-consumer relations. A fundamental rule,
that Deming explained later in Out of the Crisis, was stated as follows : « Performance
of a product is the result of interaction between three participants : (1) the product
itself ; (2) the user and how he uses the product ; (3) instructions for use, training of
customer ; service provided for repairs » (ICQC, 1978, p. A3-4). Then he explained
how management should proceed in order to get the best performance of a product. He
separated two different types of problems : (1) what to do with the product already
made, and (2) how to improve the future product. He said that statistical methods
offered the economical approach to the improvement of the process. He also said that
inspection is not the way to obtain the required quality at minimum cost : « The idea
that the solution lay in inspection and more inspection gave way here and there that
something should be done with the process, to reduce the proportion of defectives
made » (ICQC, 1978, p. A3-5).
Last but not least, four other principles cannot be included in any of these groups :
Measurement is a production-process (No 22) The product is a set of numbers,
called measurements. There is no identifiable system of measurement unless it is in
statistical control.
Due care in manufacture can not be defined operationally (No 23) Hence any
requirement of due care in manufacture can have no legal force. Care in manufacture,
however, can be defined and measured.
The danger of awards (No 24) The practice of instituting a so-called « award of
merit » to a production-worker or to a group of workers for best performance may well
be demoralizing unless the award is based on satisfactory statistical measurement that
will distinguish good performance from plain luck.
The adoption of statistical methods (No 25) Statistical methods cannot be installed
in a company or a governmental organization. « They grow from the roots of knowledge
and experience » (ICQC, 1978 p. A3-5).
4
What has changed ?
The comparison between the 25 principles of the Tokyo conference and the 14 points
of Out of the Crisis shows that five points can be related to these four groups :
Point 2 Adopt the new philosophy Group 1
Point 3 Cease dependence on inspection to achieve quality Group 4

Point 5 Improve constantly and forever the system of production
5
and service
Group 3
Point 10 Eliminate slogans, exhortations and targets Group 1
Point 11 Eliminate numerical goals and quotas Group 2
One could hardly relate the nine other points with any of the 25 principles, because
the 1978 conference was intended for an audience of QC engineers while the 14 points
especially address top management.
The reader of Out of the Crisis may be puzzled by the fact that Point 2 “Adopt the
new philosophy” takes only two pages, without really explaining what the new
philosophy is. On the contrary at the 1978 Tokyo conference Deming did not use the
term “new philosophy” but clearly explained what it was. Deming said then, as he had
been doing in Japan since 1950, that the “new style of management” resulted from
statistical methods and statistical thinking. Therefore we can presume that when
Deming started his campaign for the transformation of American management in 1980,
he decided to quit the “hard” approach which was so successful in Japan, and to adopt a
“soft” approach which could induce American managers to change their way of
thinking. That is why the 14 points start with “Create constancy of purpose”. It seems
that Deming intended to make the reader discover the new philosophy progressively by
reading the whole book instead of starting with the theoretical basis of the new
philosophy. During his four day seminars, he explained very carefully that his 14 points
resulted from the Theory of Variation, due to Walter Shewhart (I remember how
respectfully he stood up when he pronounced his name). Moreover it can be noticed that
this explanation is the leading thread of the Scherkenbach’s book The Deming Route to
Quality and Productivity, which was one of the books offered to the attendees.
Thus, by comparing this Deming’s lecture, Fall 1978, with his many presentations at
the climax of his Western campaign, until 1993, it is clear to me that the tactics he had
been adopting since 1980 consisted in giving strategic and psychological principles in a
first step, then statistical principles in a second step. This idea has been confirmed by a
series of lectures he gave in Paris, Fall 1980.
The Paris conference (November 1980)
In 1980, the French Association for Quality Control created a national prize which
was derived from the Deming Prize. The Tokyo conference made us understand that a
national award can give management a boost for improving quality, and we decided to
do the same in France. The Board of Directors approved the project, and the magazine
Usine Nouvelle agreed to sponsor it. We invited Deming to deliver the opening address
of the award ceremony and to give a lecture in front of an audience of industry leaders.
Deming kindly accepted and spent one week in Paris in November 1980.
The award celebration. The meeting was held on November 26th in a large
restaurant on the Champs Elysees. We invited 1,000 people, including the most
important French CEO’s, and most of them came. The meeting was chaired by the

minister of Technology, Monsieur André Giraud, who sat in the centre of the rostrum
between Deming and the president of Usine Nouvelle. The Deming’s address lasted
about 15 minutes. He said that everybody in a company, from the top to the bottom,
should learn new management methods based on statistical thinking. He insisted on the
fact that these methods made « shareholders happier, employees happier, customers
happier ». Despite the fact that the speech was translated into French, the audience was
not much interested. I expected that the minister and some CEO’s would ask Deming
some relevant questions during the reception which followed, but they only exchanged
polite words. Deming was almost unknown in France, except for some statisticians. At
this time, the big managerial fad was the Zero Defect system taught by Philip Crosby
Associates, and some companies were starting to create so-called “quality circles”. The
influential Medef (a French Management Association) supported them, because they
were fascinated by the Japanese industrial breakthrough, but they did not understand the
Japanese management philosophy. They believed that quality circles aimed only at the
workers motivation. Few French people heard of the famous television programme « If
Japan can, why can’t we ? », broadcast in June 1980 by CBS all over America.
The conference with top management. Hundred people attended the conference
with top management organized by the French Association for Quality Control in the
afternoon of November 25th. The Deming’s lecture lasted 90 minutes. He said that
American companies were heading in the wrong direction because they were only
seeking short term profit. He explained that the knowledge of statistical methods is
necessary to improve industrial processes, thus leading to better quality and
productivity. He said that this approach is beneficial to everybody : shareholders,
employees, customers. But the attendees were skeptical, because they were convinced
that Management by Objectives, according to the American way, was the best in the
world. Deming also presented the Plan-Do-Study-Act cycle, which had been largely
adopted in Japan for many years already, but the discussion provided evidence that
French top management people did not understand the concept of continual
improvement. Other lecturers - French CEO’s - explained that their companies had
invented wonderful management methods. Deming was disappointed.
However, I attempted to make his trip as successful as possible by inviting two
influential men, Jacques Bayle and Daniel Froissard, at a dinner with him. They were
the chairman and the general manager of a management training center named CRC,
supported by the French Management Association, an organization somewhat similar to
the JUSE (Union of Japanese Scientists and Engineers). I remember that Deming
explained them how he taught management to Japanese top managers, and how their
success was caused by the fact that they considered their company as a system. Deming
was charming, and my hosts were delighted, but it was not enough to start a cultural
revolution in my country.
A factory visit. After the conference, Deming asked to visit a French factory. I
passed the message to Monsieur Fourier, the vice president for finance of Thomson
Brandt -- a large consumer electronics company -- who was sitting next to me. He
agreed to organize a visit, and we visited a large television factory in Angers on
November 27th. Deming and I were accompanied by the plant manager and a sales
6

manager who came from Paris. Deming tested his teaching approach with French
production engineers and managers. He asked : « do you have control charts ? » They
did not have any. He explained them the concept of common causes and special causes
of variations. He showed them, with simple calculations on a sheet of paper, how they
could rapidly make important savings thanks to some changes in the production system.
For example they could probably save 2 million dollars per year and increase
productivity by re-designing an incoming inspection workshop because the quality
characteristics of incoming materials were under control. But these people did not
understand at all. I listened to this talk, which he reported later in Out of the Crisis :
When I ask for data on inspection, to learn whether they indicate that the process is
in control, or out of control, and at what time of day it went out, and why, or ask
about differences between inspectors and between production workers, in an
attempt to find sources of trouble and to improve efficiency, the answer is “the data
are in the computer”. And there they sit (Deming, 1986, p.139).
The AFCIQ convention. Finally, Deming was the guest of honor at the annual
convention of the French Association for Quality (AFCIQ), which was held the same
week in Paris, and he talked with French quality engineers for some hours. My
colleagues and I were fascinated by the Japanese achievements, and Deming told us
how this could happen. He stressed the statistical methods :
Any defect along the line stops the whole thing. A stoppage for one minute runs up
costs, terrifically. Americans forget that. They find it too late. Quality control is
more and more important with automation because of the high cost of stoppage.
Training people cannot be accomplished, methods of training cannot be
understood, when you have no idea about statistical methods. The Americans have
not come to that stage yet, they have been out for many years. Here is the road now
(AFCIQ, 1980, p. 2).
7
He also said :
American industry has not learnt how to use present machinery efficiently; they
have not learnt supervision; they do not understand improvement of process; they
think they will get improvement by investing in new machinery, and what they will
get is a new set of headaches, a new set of problems (AFCIQ, 1980, p. 2).
His description of the JUSE education programme was a shock. He said that four
different forces came together to make « an explosion » in Japan. The first force was
provided by his conferences with top management, that started in 1950. The second
force was provided by his seminars with hundreds of engineers. The third force was
provided by his talks with a group of leading statisticians who taught statistics to
thousands of engineers. The fourth force was provided by the Japanese Union of
Scientists and Engineers (JUSE). He said :
As a matter of fact, JUSE taught, between 1950 and 1970, 15,000 engineers. The
courses were rudimentary statistical methods to use in production. They also do

give courses, more and more, advanced courses for statisticians, advanced courses
of statistics for engineers. And continuously, courses for management. The courses
for management are difficult, yet they are booked up for seven months ahead,
today. All these four forces came together in 1950 and produced an explosion. And
this explosion has continued (AFCIQ, 1980, p. 3).
8
He also said :
Japanese management people use difficult methods, everywhere. On reception of
incoming materials they do not accept defective materials. They teach vendors
quality control. Japanese manufacturers also learnt something that is useful in
production, namely to share their manufacturing concerns with all the others; so
the entire industry improves. I taught top management in all my visits, 18 in all,
and their eagerness to learn how to use statistical techniques was very great
(AFCIQ, 1980, p. 3).
Conclusion : constancy of purpose ; improvement of teaching
During the many years he taught management, Deming maintained a consistent
pattern, but an important change occurred in 1980. The Tokyo 1978 conference had
provided him with clear evidence that Americans did not understand his message when
he said : « The leap forward in quality in Japan was not an accident. It was the success
that followed concerted, determined, methodical efforts, throughout all Japanese
industry, at all levels of production, including, of course, management, to put the
statistical methods to work » (ICQC, 1978, p. 1). Perhaps the teaching approach did not
suit the American audience. The famous television programme broadcast in June 1980
immediately resulted in an avalanche of requests from top executives, who presumably
wanted to adopt a new style of management. Thus it became urgent for him to find an
adequate approach. Until his first 4 day seminar in 1981 Deming certainly applied his
Plan-Do-Study-Act cycle to his teaching and tried new presentations on a small scale.
Probably, Deming realized that the Americans could not believe that the Japanese
achievements were due to statistical thinking. The reason is that they had been working
for 30 years with statistical methods that did not succeed. Under the name “Statistical
Process Control” a lot of American Q.C. engineers had been using statistical methods,
but none of them true to Shewhart’s principles. They had been making big efforts but
top management did not pay attention to them. In terms of competitive position, these
efforts were doomed to fail. Too long American top management continued to believe
in methods which made money on the short term. Deming wrote to me :
The ways of American management could cause your country incalculable harm.
American management must change. This is the theme of my seminars. American
management counts dollars, neglecting people, and failing to keep ahead in quality,
productivity, and service (Deming, personal communication, April 10, 1984).
Therefore, most American top managers were seeking a quick fix that did not exist.
They could see that Japanese factories had defect rates 20 times lower than American

factories. They were ready to accept any explanation, except that the success of the
Japanese industry was due to statistical methods and statistical thinking. This
psychological analysis probably guided Deming when he wrote his 14 points for
management.
I hope it was useful to point out a rather unknown aspect of Deming’s history,
because we should not consider the future without understanding the lessons of the past.
Since the exciting events of the early eighties, when Deming’s ideas spread in the West,
it seemed at first that the Deming seminars had an impact.
But did them really ? The effects on the day to day working of companies are still
weak ; for example, 20 years later, performance rating still has as much importance in
management, and the quarterly dividends have as much influence on the Stock Market.
As with all the great revolutions of thinking, we will need much time to see these
concepts evolving. In the long run, the ideas of Deming will undoubtedly be essential,
but we cannot foresee the paths by which this transformation will come about.
9
References
AFCIQ (1980) Minutes of the National Convention for Quality, Paris : French
Association for Quality Control
Edwards Deming, W. (1982) Quality, Productivity, and Competitive Position,
Cambridge, MA M.I.T. Institute of Technology, Center for Advanced Engineering
Study
Edwards Deming, W. (1986) Out of The Crisis Cambridge, MA,
M.I.T. Institute of Technology, Center for Advanced Engineering Study
Edwards Deming, W. (1993) The New Economics Cambridge, MA,
M.I.T. Institute of Technology, Center for Advanced Engineering Study
ICQC (1978) Proceedings of the International Conference on Quality Control, Tokyo
Union of Japanese Scientists and Engineers
Scherkenbach, W. S. (1988) The Deming Route to Quality and Productivity - Road
Maps and Roadblocks Washington, DC, CEEPress Books
Shewhart, W. A. (1931) Economic Control for Quality of Manufactured Product,
New York , Van Nostrand Publishing
© Copyright 2005 by Jean-Marie Gogue

Before the deming’s 14 points for management

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