Deming's principles applied to engineering management

Abstract

The authors compare engineering and managerial practices before the introduction of quality management theories. They discuss these practices with the knowledge required to apply and practise W. Edwards Deming's theory for management. They review the engineering culture and routine practices of a research and development organization, and provide a critical analysis of that environment compared with Deming's fourteen for management. Deming's theory is discussed and critiques on the basis of observations and an analysis that focuses on the changes required for engineers and engineering management to make the transition to quality-based management theories. Challenges and barriers in the transition to the new theory of management are summarized. Case studies provide examples contrasting theory and practice.<>