PDSA Cycle

Suggestion Systems





Kaizen Mindset

Kaizen Culture

Kaizen Principles

7 Conditions

Kaizen & TQM

Kaizen & Innovation


TQM at Pentel, Japan

Lean Production

The Toyota Way

Change Management

It is not necessary to change. Survival is not mandatory.

If you stay in this world, you will never learn another one.

How To Overcome Resistance to Change: Kore 10 Tips

Why Change Fails: 8 Common Errors

Creating Customer Value

Our customers Download PowerPoint presentation, pdf e-book should take joy in our products and services.

Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.  >>>

The job can't be finished only improved to please the customer >>>

Customer Value Creation: Yin-Yang Strategies Download PowerPoint presentation, pdf e-book

Radical Improvement: 10 Tips

Process, Productivity, Efficiency, Quality

All anyone asks for is a chance to work with pride.

Put a good person in a bad system and the bad system wins, no contest.

Quality is everyone's responsibility.

8 Rules for Quality Management

Areas Targeted by TQM in Japan

You can not inspect quality into the product; it is already there.

Hold everybody accountable? Ridiculous!

The emphasis should be on why we do a job.

Create Customer Value: 10 Lessons from Konosuke Matsushita

A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without the aim, there is no system.

It is important that an aim never be defined in terms of activity or methods. It must always relate directly to how life is better for everyone... The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.

We should work on our process, not the outcome of our processes.

Continuous Improvement Firm  Download PowerPoint presentation, pdf e-book

If you can't describe what you are doing as a process, you don't know what you're doing.

Lean Enterprise: Kore 10 Tips

Rational behavior requires theory. Reactive behavior requires only reflex action.

It is not enough to do your best; you must know what to do, and then do your best >>>

Scrap doesn't come for free, we pay someone to make it.

Whenever there is fear, you will get wrong figures.

When a system is stable, telling the worker about mistakes is only tampering.




William Edwards Deming (October 14, 1900 December 20, 1993) was an American statistician, professor, author, lecturer, and consultant. He is best known for his work in Japan. There, from 1950 onward he taught top management how to improve design and  service, product quality, testing and sales.

Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage.


Deming's 14 Point Plan for TQM