Deming's 14 points
The 14 points are a basis for transformation of [American]
industry. Adoption and action on the 14 points are a signal that
management intend to stay in business and aim to protect investors
and jobs. Such a system formed the basis for lessons for top
management in Japan in 1950 and in subsequent years.
The 14 points apply anywhere, to small organisations as well
as to large ones, to the service industry as well as to manufacturing.
They apply to a division within a company.
- Create constancy of purpose toward improvement of product
and service, with the aim to become competitive and to stay in
business, and to provide jobs.
- Adopt the new philosophy. We are in a new economic age. Western
management must awaken to the challenge, must learn their responsibilities,
and take on leadership for change.
- Cease dependence on inspection to achieve quality. Eliminate
the need for inspection on a mass basis by building quality into
the product in the first place.
- End the practice of awarding business on the basis of price
tag. Instead, minimise total cost. Move towards a single supplier
for any one item, on a long-term relationship of loyalty and
trust.
- Improve constantly and forever the system of production and
service, to improve quality and productivity, and thus constantly
decrease costs.
- Institute training on the job.
- Institute leadership. The aim of supervision should be to
help people and machines and gadgets to do a better job. Supervision
of management is in need of an overhaul, as well as supervision
of production workers.
- Drive out fear, so that everyone may work effectively for
the company.
- Break down barriers between departments. People in research,
design, sales, and production must work as a team, to foresee
problems of production and in use that may be encountered with
the product or service.
- Eliminate slogans, exhortations, and targets for the workforce
asking for zero defects and new levels of productivity. Such
exhortations 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.
- a. Eliminate work standards (quotas) on the factory floor.
Substitute leadership.
b. Eliminate management by objective. Eliminate management by
numbers, numerical goals. Substitute leadership.
- a. Remove barriers that rob the hourly paid worker of his
right to pride in workmanship. The responsibility of supervisors
must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and engineering
of their right to pride in workmanship. This means, inter alia,
abolishment of the annual or merit rating and management by objective.
- Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the transformation.
The transformation is everybody's job.
Reference
- Dr W Edwards Deming, 1982 & 1986, Out of the crisis:
quality, productivity and competitive position , Cambridge University
Press, Cambridge.
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