Deming's 14 Points

Deming’s 14 Points – Quality Management Techniques | Principles of Management

Deming’s 14 Points – Quality Management Techniques | Principles of Management

Following are the Edward Deming’s Fourteen Techniques of Quality Management:

Create constancy of purpose

for the improvement of product and service, with the aim to become competitive, stay in business, and provide jobs. The problems of the future command first and foremost constancy of purpose and dedication to improvement to keep the company alive and to be able to provide jobs for their employees.

Adopt a new philosophy

of cooperation (win-win) in which everybody wins and put it into practice by teaching it to employees, customers and suppliers. We can no longer tolerate commonly accepted mistakes, defects, wrong material or people on the job for which they are not suited.

Cease dependence on mass inspection

to achieve quality. Instead, improve the process and build quality into the product in the first place. Inspection to improve quality is too late after the product has been manufactured.

End the practice of awarding business on the basis of price tag alone.

Instead, minimize total cost in the long run. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.

Improve constantly, and forever,

the system of production, service, planning, of any activity. This will improve quality and productivity and thus constantly decrease costs. 6. Institute training for skills: Management needs training to learn about the company, all the way from incoming material and the steps it goes through before the finished product is shipped to the customer.

Adopt and institute leadership

for the management of people, recognizing their different abilities, capabilities, and aspiration. The aim of 3 leadership should be to help people, machines, and gadgets do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.

Drive out fear

and build trust so that everyone can work more effectively. No one can put in their best performance unless they feel secure. Secure means without fear, not afraid to express ideas, not afraid to ask questions.

Break down barriers between departments.

Abolish competition and build a win-win system of cooperation within the organization. People in research, design, sales, and production must work as a team to foresee problems of production and use that might be encountered with the product or service.

Eliminate slogans, exhortations, and targets

asking for zero defects or new levels of productivity. Such displays only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

Eliminate numerical goals,

numerical quotas and management by objectives; substitute leadership. Work standards, rates, incentive pay and piecework are signs of the inability to understand and provide appropriate supervision.

Remove barriers

that rob people of joy in their work. This will mean abolishing the annual rating or merit system that ranks people and creates competition and conflict.

Institute a vigorous program

of education and self-improvement. People require in their work more than just money, they must be given the opportunity for ever-broadening opportunities toad something to society, materially and otherwise.

Put everybody in the company to work

to accomplish the transformation. Management in authority will take pride in their adoption of the new philosophy and their responsibilities. The transformation is everybody’s job.