This document discusses the relevance of W. Edwards Deming's 14 philosophies to ISO 9001:2015. It provides background on Deming and an overview of his 14 philosophies. Each philosophy is then mapped to the closest corresponding principle in ISO 9001:2015. For example, Deming's philosophy of "Drive out fear" maps to the ISO principle of "Process approach". The document concludes that Deming had great foresight and his philosophies remain highly relevant to quality management systems today as embodied in ISO 9001. It also advertises ISO 9001 training courses on continual improvement and auditing.

1. RELEVANCE OF DEMINGS
PHILOSOPHY AND ISO
9001-2015

2. Mahadevan Hariharan
Independent Management Consulting Professional
Mahadevan Hariharan is a Quality professional with over 40 years of
experience in the areas of Total Quality Management, Business
Excellence, Manufacturing Excellence and Change Management
Program, and has taken part in numerous Business excellence
assessments/Manufacturing excellence assessment/ISO 9001 Audits
in India, Thailand, Malaysia, Egypt, Indonesia and Philippines.
Contact Information
mhariharan46@gmail.com linkedin.com/ m-hariharan-mahadevan

3. Interesting Facts
• 1900 - Born in Sioux City, Iowa
• 1925 - met Dr. Walter Shewhart,
• 1927 - received a Ph.D in Physics from
Yale
• 1939 – Head Mathematician – National
Bureau of Census
• During WW II worked with Shewhart on
improvement of quality of production or
weapons using statistical methods

4. • 1946 - Statistics professor – NY University
• 1947 – invited by General MacArthur to come
to Japan as part of his economic and
scientific staff in rebuilding Japan
• 1950 – invited to return to Japan by Japanese
Union of Scientists and Mathematicians to
teach methods for achievement of quality
• Jan. 1951 - began a series of lectures to
every single top manager in Japan
• 1974 – meeting with William Conway
• June 24, 1980 – NBC’s show If Japan Can…
Why Can’t We? aired to 14 million people –
later became NBC’s most requested video of
all time

5. HIS FAMOUS 14
PHILOSOPHIES AND ITS
RELEVANCE TO ISO9001-
2015

6. DEMING PRINCIPLE ISO 9001 -2015
PRINCIPLE
Create constancy of
purpose
Customer focus
Adopt the new philosophy Process approach
Cease dependence on
mass inspection
Process approach/evidence
based decision making
End the practice of
awarding business on price
tag
Relationship mgt
Improve constantly forever
P&S
improvement
Institute training Engagement of people
Institute leadership Leadership

7. DEMING PRINCIPLE ISO9001-2015 PRINCIPLE
Drive out fear Process approach
Breakdown barriers Process approach
Eliminate slogans Process approach
Eliminate numerical quotas Process approach
Remove barriers to pride in
workmanship
Engagement of people
Institute a program of
education and training
Engagement of people
Take action to accomplish
transformation
Leadership/process
approach

8. Do you have clear goals for the
organization communicated to all
employees?Innovation/research
and education,continous imp of
product and service

9. 5.LEADERSHIP
• 5.1.1 management to demonstrate leadership
and commitment by
-taking accountability of the effectiveness of QMS
-Ensuring that the quality policy/quality objectives
are established for QMS/compatible with
strategic direction and context
-ensuring the integration of QMS req into org
business processes
-promoting the use of the process approach and
risk based thinking

10. 10.3 CONTINUAL
IMPROVEMENT
• Shall continually improve the
suitability/adequacy/effectiveness of
QMS
• TOOLS-Kaizen projects/5S
projects/Waste elimination projects
etc(7.1.4 environment for the operation
of processes)

11. 9.1.2 CUSTOMER
SATISFACTION
• Shall monitor customer perceptions of the
degree to which needs and expectations
have been fulfilled
• Note-eg of monitoring customer
perceptions can include customer
surveys,customer feedback on delivered
products and services ,meeting with
customers,market share
analysis,compliments,warranty claims and
dealer reports

12. CATEGORY TRADITIONAL
MGT
DEMING MGT
Emphasis in
operations
•End Result
only
•Process
leading to end
result
Improvement
model
•Do your best
individually
•Do your best as
a team
Competitive
strategy
•Breakthrough
•innovation
•Continous
improvement
•Breakthrough
•innovation

13. • How can everyone be empowered, feel a
sense of ownership and share in the
company’s success? Defects are not free/no
longer afford tolive with
mistakes,defects,poor workmanship,bad
material,handling damage

14. CLAUSE 4.4
• d)Determine the Resources needed and
ensuring availablity
• e)Assignment of responsibilities/authority of
processes
• f)Risks and opportunities (6.1) and plan and
implement actions
• Evaluate those processes and implememt any
change needed to ensure that these processes
achieve their intended results
• Improve the processes/qms

15. • With everyone participating our goals are to
deliver perfect quality to our customers -old-
inspect bad quality out/build good quality in,

16. ISO 9001-2015 CLAUSES
• 4.1 CONTEXT OF THE ORGANISATION
-Shall determine external/internal issues
relevant to its purpose-
legal/technological/competitive/market
cultural/social /economic
-Strategic direction that affect its ability to
achieve the intended results
-understanding the internal context can be
facilitated by considering issues- values
/culture/knowledge/performance of org

17. 4.2 Understanding the needs and
expectations of interested parties
• Determination of
-the interested parties that are relevant to
the QMS
-the requirements of these interested
parties
-Monitor and review the info about
interested parties and relevant req

18. 8 OPERATION
• 8.1 OPERATION PLANNING AND CONTROL
- Organisation shall plan/control the processes(4.4)to meet
the req for the provision of products/services and
implement actions determined in clause 6
- a)Determining req for the product/services
- b)Establishing criteria for processes /acceptance of
products/services
- c)Determining the resources needed to achieve conformity
to product/service
- d)Implementing control of the processes in accordance
with the criteria

19. 8.3 DESIGN /DEVELOPMENT OF
PRODUCTS/SERVICES
• 8.3.1 GENERAL- shall establish ,Implement a
design/development process that is appropriate to ensure
the subsequent provision of product and services
• 8.3.2 DESIGN/DEVELOPMENT PLANNING
• In determining the stages and controls the D&D ,the org
shall consider
-a)The nature/duration/ complexity of the D&D activities
-b)req process stages ,including applicable D&D reviews
-c)the reqd D&D verification/validation activities
-d)the Responsibilities/authority involved in D&D process

20. • We want to develop long term beneficial
relationships with our suppliers.-

21. 4.3 Determining the scope of
QMS
• Determine the boundaries
- Consider
a)External/internal issues-4.1
b)The req of relevant interested parties 4.2
c)The products and services of the org-shall apply all
the req of the std within the determined scope of
qms
Scope to be maintained as documented information-
stating the products and services
covered/Justification where a req cannot be applied

22. • At all levels, everyone should be involved in
continuous improvement activities every
single day.

23. 10.3 CONTINUAL
IMPROVEMENT
• Shall continually improve the
suitability/adequacy/effectiveness of
QMS
• WASTE ELIMINATION PROJECTS

24. • If all employees are learning and growing
every day, competition will be only a figment
of our imagination.

25. 7.1.6 ORGANISATION
KNOWLEDGE
• Organisation shall determine the knowledge necessary for
the operation of its processes to achieve conformity of
products/services
• Knowledge shall be maintained and made available to the
extent necessary
• When addressing changing needs and trends the org shall
consider its current knowledge and determine how to
acquire or access any necessary knowledge and reqd
updates
• Notes-org knowledge is knowledge specific to the org
gained by experience
• Note 2a) internal sources(- intellectual property/gained
from experience/lessons learnt

26. WHAT IS OPL
• is a 5 to 10 minutes (normally take less than 15 minutes) lesson
one topic
• on one sheet -means only One Point illustrated on a sheet of
paper-, as
• many senses as possible should be addressed
• � It must be written As Simple As Possible
• � The Point or Topic Can Be the Function of Equipment,
Installation of Jigs,
• Cleaning Method, Types of Lubrication and Methods of
Inspection etc.
• � It Is Generally Prepared by Supervisors or Group Leaders
and Sometimes
• By Operators.

27. • The leaders select the music, set the tone
and insure that everyone is on board at every
moment.

28. 5.LEADERSHIP
• 5.1.1 management to demonstrate leadership
and commitment by
-taking accountability of the effectiveness of QMS
-Ensuring that the quality policy/quality objectives
are established for QMS/compatible with
strategic direction and context
-ensuring the integration of QMS req into org
business processes
-promoting the use of the process approach and
risk based thinking

29. • Ask your associates what they fear and then
do whatever is necessary to get rid of it.
• Making it transparent by the 7 philosophies

30. • Find ways to open communications between
suppliers, customers and all employees.

31. 7.4 COMMUNICATION
• Shall determine internal/external
communication relevant to QMS
including
-a)on what it will communicate
-b)when to communicate
-c)with whom to communicate
-d)how to communicate
e)Who communicates

32. • Value is placed on doing and
demonstrating.

33. • The method is balancing technology with
people’s needs and aspirations and
eliminating those non-value adding wastes.

34. 8 TYPES OF
ABNORMALITIES
• Minor flaws
• Unfulfilled basic condition
• In accessible places
• Contamination source
• Quality defect sources
• Unnecessary items
• Unsafe areas
• Unsafe practices

35. 12 types of waste and 16
types of machine losses

36. • Why come to work if it is not joyous?

37. • Ask and plan now for an ongoing continuous
educational process to help everyone
become the best that they possibly can be.

38. • Clause 10- improvement

39. • IN CONCLUSION WE CAN SAY
DEMING HAD A GREAT FORESIGHT

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41. THANK YOU
?
Contact Information
mhariharan46@gmail.com linkedin.com/ m-hariharan-mahadevan