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Introduction to Deming:
W. Edwards Deming conducted a thriving worldwide consulting practice for more than forty years. His clients included manufacturing companies, telephones companies. railways, carriers of motor freight, consumer researchers, census methodologists, hospitals, legal firms, government agencies, and research organizations in universities and in industry.

Deming a U.S. business management expert used statistical analysis to formulate quality-control methods in industrial production. His methods, advocating and enlisting the cooperation of the workers in the achievement of high-quality results during the manufacturing process, instead of relying on inspection at the end of the process to find flaws, were credited with the success of Japan's spot-World War II economic boom. Deming's ideas of quality and continuous improvement were adopted and implemented by Japanese firms long before many U.S. firms acknowledged their importance. For this reason, a host of Japanese firms developed a competitive advantage in product quality that has been difficult for the U.S. to overcome. U.S. companies, which for many years complacently ignored Deming's methods, finally began to implement them in the 1980s. Deming's 14 points for managing and achieving quality have become a watchword in many current businesses globally.
The Deming Method:

Deming was an advocate of ideas proposed in General Systems Theory used in engineering and applied to other academic disciplines. The General System Theory suggests that a unit of study as a system can be identified by a cyclical INPUT-PROCESS-OUTPUT-
FEEDBACK cycle. The difference that Deming applied to the systems concept for the Deming Method is the presence and importance of the customer as the ultimate definer of quality of a firm's products or services. Because of the systems nature of this method, the results of acquired feedback from the customer become criteria for modification of product design, changes in input (raw material) specification, alterations in production processes, or changes in output (including distribution). The goal is to ensure that the total product package is constantly monitored and improved to meet or exceed customers' changing expectations for product performance.
For organizations to successful incorporate this method, Deming proposed and has refined his 14 POINTS. What follows is a listing of the 14 points with a basic interpretation of each