Editing W. Edwards Deming (section)

== Later career ==
[[David Salsburg]] wrote:

:"He was known for his kindness to and consideration for those he worked with, for his robust, if very subtle, humor, and for his interest in music. He sang in a choir, played drums and flute, and published several original pieces of sacred music."<ref>Salsburg (2002) p. 254</ref><ref>Deming and his statistical methods are profiled by Salsburg(2002, Chapter 24)</ref>

Later, from his home in Washington, D.C., Deming continued running his own consultancy business in the United States, largely unknown and unrecognized in his country of origin and work. In 1980, he was featured prominently in an [[NBC]] TV documentary titled ''[[If Japan can... Why can't we?]]'' about the increasing industrial competition the United States was facing from Japan. As a result of the broadcast, demand for his services increased dramatically, and Deming continued consulting for industry throughout the world until his death at the age of 93.

Ford Motor Company was one of the first American corporations to seek help from Deming. In 1981, Ford's sales were falling. Between 1979 and 1982, Ford had incurred $3 billion in losses. Ford's newly appointed Corporate Quality Director, Larry Moore, was charged with recruiting Deming to help jump-start a quality movement at Ford.<ref>{{cite book |title=The Deming Management Method |last=Walton |first=Mary |publisher=Penguin Group |year=1986 |pages=138–139}}</ref> Deming questioned the company's culture and the way its managers operated. To Ford's surprise, Deming talked not about quality, but about management. He told Ford that management actions were responsible for 85% of all problems in developing better cars. In 1986, Ford came out with a profitable line of cars, the Taurus-Sable line. In a letter to ''Autoweek'', [[Donald Petersen]], then Ford chairman, said, "We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Deming's teachings."<ref>[http://www.sme.org/cgi-bin/get-press.pl?&&20012513&ND&&SME& Ford Embraces Six-Sigma Quality Goals.] {{webarchive|url=https://web.archive.org/web/20070312105954/http://www.sme.org/cgi-bin/get-press.pl?&&20012513&ND&&SME& |date=March 12, 2007 }} Accessed: 2006-07-31.</ref> By 1986, Ford had become the most profitable American auto company. For the first time since the 1920s, its earnings had exceeded those of arch-rival [[General Motors]] (GM). Ford had come to lead the American automobile industry in improvements. Ford's following years' earnings confirmed that its success was not a fluke, for its earnings continued to exceed GM and Chrysler's.

In 1982, Deming's book ''Quality, Productivity, and Competitive Position'' was published by the [[Massachusetts Institute of Technology|MIT]] Center for Advanced Engineering, and was renamed ''Out of the Crisis'' in 1986. In it, he offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but also by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved products and services. "Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."

In 1982, Deming, along with Paul Hertz and Howard Gitlow of the [[University of Miami]] Graduate School of Business in Coral Gables, founded the W. Edwards Deming Institute for the Improvement of Productivity and Quality. In 1983, the institute trained consultants of Ernst and Whinney Management Consultants in the Deming teachings. E&W then founded its Deming Quality Consulting Practice which is still active today.

His methods and workshops regarding [[Total quality management|Total Quality Management]] have had broad influence. For example, they were used to define how the U.S. Environmental Protection Agency's Underground Storage Tanks program would work.<ref>{{Cite web|url=https://www.epaalumni.org/userdata/pdf/602BCE06FAFAB29B.pdf#page=6|title=Transcript of 'The Underground Storage Tank Program's Early Management Challenges' video|last=Brand|first=Ron|date=April 24, 2013|website=EPA Alumni Association|access-date=August 26, 2018}}</ref>

Over the course of his career, Deming received dozens of academic awards, including another, honorary, PhD from [[Oregon State University]]. In 1987, he was awarded the [[National Medal of Technology]]: "For his forceful promotion of statistical methodology, for his contributions to sampling theory, and for his advocacy to corporations and nations of a general management philosophy that has resulted in improved product quality."  In 1988, he received the Distinguished Career in Science award from the [[United States National Academy of Sciences|National Academy of Sciences]].<ref name="bio" />

Deming continued to advise businesses large and small. From 1985 through 1989, Deming served as a consultant to Vernay Laboratories, a rubber manufacturing firm in Yellow Springs, Ohio, with fewer than 1,000 employees. He held several week-long seminars for employees and suppliers of the small company where his famous example "Workers on the Red Beads" spurred several major changes in Vernay's manufacturing processes.

Deming joined the Graduate School of Business at Columbia University in 1988. In 1990, during his last year, he founded the W. Edwards Deming Center for Quality, Productivity, and Competitiveness at [[Columbia Business School]] to promote operational excellence in business through the development of research, best practices and strategic planning.

In 1990, [[Marshall Industries]] (NYSE:MI, 1984–1999) CEO [[Robert Rodin]] trained with the then 90-year-old Deming and his colleague Nida Backaitis. Marshall Industries' dramatic transformation and growth from $400 million to $1.8 billion in sales was chronicled in Deming's last book ''The New Economics'', a Harvard Case Study, and Rodin's book, ''Free, Perfect and Now''.

In 1993, Deming published his final book, ''The New Economics for Industry, Government, Education'', which included the System of Profound Knowledge and the 14 Points for Management. It also contained educational concepts involving group-based teaching without grades, as well as management without individual merit or performance reviews.