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In the closing days of the 1970s, many Americans were concerned about their nation's loss of productivity, decrease in market share for consumer goods, and the substantial gains being made by Japanese manufacturers at America's expense. Then, during the summer of 1980, a series of video segments focused on the problem. In this series, titled, "If Japan Can Why Can't We?", Lloyd Dobyns outlined why Americans were experiencing a loss of productivity while the Japanese were experiencing an increase. As the story unfolded, many people were interviewed and a wide range of opinions were offered. One person in particular, Dr. W. Edwards Deming, emerged from this group. In fact, Deming and his approach for regaining productivity were being noticed for the first time, on a national scale, in America. But more than being recognized for his work, Deming's experience and views were studied by business, industry, and academe.
As is usually the case, people's views are influenced by their backgrounds and experiences. Deming is no exception. Actually, his views can be more clearly understood if the reader understands his background and experience. Deming was born in 1900 and was educated at the University of Wyoming, the University of Colorado, and Yale University, where he received his doctorate in mathematics and physics in 1928. He became interested in quality control while working at the Department of Agriculture where he edited a book consisting primarily of four lectures about quality control by his colleague and friend, Walter A. Shewhart. Then in 1939, while working at the Census Bureau as head mathematician and statistician, Deming developed his fundamental concepts about quality. Subsequently, he gave a series of lectures on quality control throughout the United States. Unfortunately, these ideas were not applied by American business and industry.
Deming is probably best known for his work in Japan where he taught Japanese managers and engineers his theories about quality control and management. Visiting Japan first in 1947, his major efforts commenced in 1950 when he interacted with the key leaders of Japanese business and industry. These leaders were receptive to his teachings, and his approach to quality, productivity and management was ideal for their situation. He predicted during these initial meetings in 1950 that by following his approach the Japanese...