• Edwards Deming
• Quality management
•             Quality management entails making the entire recommended requirement after indentifying clients’ need in a certain product, in order to satisfy the whole market. In quality management, an organization is able to deliver accurate solutions according to the set budget within a given period. Moreover, organizations manage to employ quality management in their operations by meeting customers demand within a specified period and enact minimum loss if possible. Therefore, quality management is an approach that businesses employ in order to verify all the clients’ needs and plan an effective life cycle of its products.
• Edwards Deming
•             W. Edward Deming was an American nationality born in 1900 in Sioux City Iowa (Walton 3). Deming was an extraordinary man because of his generosity and providing care to others. He was an excellent leader who stopped at nothing to achieve his goals. One of his successful careers is that he was a trained physicist after earning PhD degree in mathematics and mathematical physics at Yale University. Deming managed to achieve many awards because of his contribution in statistics. The most significant of them was the Second Order Medal of the Sacred Treasure that he was given in May 1960 from the Emperor of Japan. In 1955, he received the Shewhart Medal. Moreover, in 1987, he received the National Medal of Technology from the President (National Academy of Engineering 139). He died at the age of 93 years having accomplished many achievements.
• Edwards Deming contributions to quality
•             This is an effective theory of management of which organizations ought to employ in order to have positive outcomes in their operations. According to Deming, the theory has four elements, which include:

1. The System of Profound Knowledge

1. Appreciation for a system (Dettmer 4)
2. Knowledge of variation (Dettmer 4)
3. Theory of knowledge (Dettmer 4)
4. Psychology

2. The Deming Cycle

• The proposed business processes that Deming managed to develop and its purpose is to assist in identifying various sources of variations that cause certain products not to meet the required recommendations. This theory illustrates that various business processes ought to be in a continuous feedback loop. Therefore, managers can be able to identify and rectify various areas that require improvements. The following diagram illustrates the Deming Cycle.
•             These are fourteen main teachings of Deming with the intention to help organizations improve their operations and earn more income by identifying all the requirements of a market.
•             The theory states that organizations can be able to operate successfully by lowering cost gained after eliminating a number of wastes and errors.
•             These are the most possible barriers according to Deming that management can face in its operations. They prevent keeping the company in effective business and provide more jobs.
• 6. “Prevention by Process Improvement”
•             The theory states that the only way that an organization can meet the customers’ expectations is to prevent occurrence of errors since preventing them is costly.
• 7. Common Cause and Special Cause Variation
•             The theory illustrates two sources of variation that Deming managed to identify. Common cause are those that an organization cannot be able to attain in the chain reaction to enhance quality improvement. Special causes are those that emerge because of exceptional occurrences in the operations of an organization.
• Pros of Using the Principles demonstrated by Deming
•             The principles help the management of an organization to facilitate effective quality operations and meet the need in the market. The principles encourage motivation in an organization. For example, when an organization tends to involve all its employees in decision-making, they gain empowerment and expand their commitment (Nelson & Peter 73). The principles also encourage better communication and coordination within the organization. For example, by employing the principles, an organization manages to encourage interactions between the superiors and minor employees. Moreover, the principles help to clarify various goals that an organization intends to accomplish. Another advantage of the principle is that managers are able to ensure all the set objectives are enacted accordingly.
• Cons of Using the Principles demonstrated by Deming
•             One of the disadvantages of the principle is that misunderstanding their application leads various organizations fail to apply the set objectives accordingly. Another disadvantage is that Deming encourages organizations to apply all resources in order to meet the set objectives and this eventually leads to poor results. Moreover, Deming encourage managers not to concentrate much on enacting objectives compared to providing proper leadership. This makes an organization fail to meet its set goals.
• Mini Case Study
• How Deming’s method can be used in an organization
•             This study illustrate on how the principles that were developed by Deming can be used by a general management in human resource department of an organization with the aim of improving performance.
• Department Project
•             Assign various roles and responsibilities to competent employees in order to achieve effective results.
• Quality Problem
•             The quality problem is current employees failing to employ the recommended skills as required by the organization in order to meet all the clients’ expectations. Employees tend to be the backbone of an organization and therefore failing to meet their entitled obligations may lead to occurrence of various losses (Sharma 227).
• Consider the costs of poor quality
•             Some of the effects of poor quality work include losing the potential customers. Moreover, when clients fail to accept products of a company because of poor quality, the products may become a waste. Therefore, an organization may end-up incurring heavy losses (Rose 8).
• Works Cited
• Dettmer William . The Logical Thinking Process: A Systems Approach to Complex Problem         Solving. Milwaukee, Wis: ASQ Quality Press, 2007. Print.
• National Academy of Engineering. Memorial Tributes: National Academy of Engineering,            Volume 11. Washington: National Academies Press, 2007. Print.
• Nelson, Bob & Peter Economy. Managing. John Wiley & Sons Canada, Limited, 2010. Print.
• Rose, Kenneth. Project Quality Management: Why, What and How. Boca Raton, Fla: J. Ross       Pub, 2005. Print.
• Sharma, S K. Human Resource Management: A Strategic Approach to Employment. New Delhi:             Global India Pub, 2009. Print.
• Walton, Mary. The Deming Management Method. New York: Dodd, Mead, 1986. Print.