Abstract

During the course of his lengthy career, W. Edwards Deming uncovered American executives' fatal weaknesses: their lack of relevant education, lack of relevant theory, and lack of relevant knowledge. He found that their world was naïvely experiential, reduced to perpetuation or lukewarm pseudo-improvement of the status quo. This article describes Deming’s career, his fourteen points for management, and other versions of Deming’s Points by Joseph M. Juran and Myron T. Tribus. It also looks at the integrate process management, the roots of the Bat’a System, the process quality revolution, Deming’s concept of profound knowledge, and the different notions of quality.