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36 PCB007 MAGAZINE I JUNE 2020 lution" of the 1950s. Dr. Deming was so suc- cessful at training the Japanese that he was in constant demand to help American corpora- tions learn to compete against their Japanese competitors. However, his first requirement for working with a company was that the program had to be driven and championed by the com- pany head. I was cleaning up my bookcase recently and came across a tired, dog-eared set of papers that was Dr. Deming's initial draft of his book On The Management of Statistical Techniques for Quality and Productivity, which I re- ceived when he came to HP to lec- ture about quality and productivity on March 11, 1981. Dr. Deming's presentation took place in the company's largest auditorium in Cupertino, California. The front row was populated with the company's president at the time, John Young, as well as the VPs and directors. I re- ceived an invitation, but alas, I was in the rear row of the audi- torium. Feature by Happy Holden I-CONNECT007 Hewlett-Packard (HP) had a reputation for excellence long before I joined the company in 1970. The owners and creators of the company had a passion for excellence in their DNA. But when HP's Japanese Division Manager Yoji Akao won the Deming Prize in 1978, HP realized that as good as it was, it could be better (Figure 1). Early benchmarking of our product designs with the Boothroyd Dewhurst Method (DFMA) provided data showing that we weren't as good as we thought we were, and im- provement was needed. The book the Japanese Division of HP wrote about the process of win- ning the Deming Prize created a whole new sense of urgency for top management. Foremost in their process was the advice of Dr. W. Edwards Deming. Even in the 1980s, Dr. Dem- ing was world-famous. He was known as the person responsible for the "Japanese quality revo- W. Edwards Deming's Lost Chapters Recovered Figure 1: The Deming Medal. Dr. W. Edwards Deming