The Production System
As exhibited below, Deming's view of the production system envelops the entire production
line as well as the processes that establish, supply, and receive outputs of production.
Further, this model accounts for the processes needed to research, analyze, and
adjust for improved quality and changing market conditions.
This system view accounts for all activities required to assure products are designed
with an eye toward Quality, cost control, and elimination of defects. The system
is continuous in that it does not end with the delivery of product to the customer.
Rather, delivery is simply one of many phases. It just happens to the be step preceding
consumer research. Only when business processes are viewed as a continuous system
of this nature is business sustainable.
Further analysis of the Deming Production System reveals an important fact considered
critical by 6STG. Notice, that of the nine processes shown in the model, only three
of them are physical manufacturing processes (production, assembly, inspection).
Even in this manufacturing production centric model from the 1950s, there are twice
as many non-shop floor processes as their are shop floor processes. This does not
even account for all of the non-production related activities such as hiring, finance,
marketing, and such that must take place. As you see, shop floor production processes
are actually a small part of the system. Emphasis upon driving Quality into these
non-shop floor processes is critical to the success of modern organizations and
is hence the focus of our efforts at 6STG,
We recommend a deep understanding of Deming's Production System subsequent to studying
the Juran Trilogy.