Deming's 14 Points

Deming's 14 Points - Deming offered fourteen key principles for management for transforming business effectiveness.

    * Create constancy of purpose toward improvement of product and service, with the aim to become competitive and 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, 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, minimize total cost. Move toward 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 cost.
    * 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 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 use that may be encountered with the product or service.
    * Eliminate slogans, exhortations and targets for the work force 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 workmanship.
    * a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (See CH. 3 of "Out of the Crisis").
    * Institute a vigorous program of education and self-improvement.
    * Put everyone in the company to work to accomplish the transformation. The transformation is everyone's work.

[Category=Data Quality ]

Source: iSixSigma, 15 January 2011 07:56:32, https:web.archive.org/web/20111109014246/http:www.isixsigma.com/index.php?option=com_glossary

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Deming's 14 Points -

   1 Establish Constancy of Purpose: plan and manage to the plan; detect and correct deviations.
   2 Improve constantly and forever every system of production and service: small continuous improvement is better than infrequent quantum leaps.
   3 Eliminate numerical goals and quotas, including management by objective: unsupported arbitrary objectives can be both restrictive & demoralizing.
   4 Eliminate fear so that everyone may work effectively for the Company: mistakes happen and fear of disclosure impedes correction.
   5 Institute leadership: managers must not be cops or directors but rather coaches of the creative team.
   6 End the practice of awarding business largely on the basis of price: product quality, product improvement and reliability of supply are important.
   7 Break down the barriers between departments: encourage communication and cooperation - eliminate chimneys and silos.
   8 Institute training on the job: as product and process content grows, not all employees come equally prepared.
   9 Eliminate the annual rating or merit system: performance is subject to variation whereas shared reward develops teamwork.
   10 Institute a vigorous program of education and self-improvement: as employees promote the company, the company must develop its employees.
   11 Eliminate slogans and exhortations: management, not an individual worker, is responsible for system performance.
   12 Cease dependence on mass inspection: it is impractical to sort quality into a system that produces bad product.
   13 Adopt the new philosophy: every department of the company can quantitatively measure its output.
   14 Create a structure in top management to accomplish the transformation: successful systems can only be introduced and maintained by top management.

[Category=Quality ]

Source: The Quality Portal, 05 April 2011 10:01:17, http://thequalityportal.com/glossary/b.htm  

 

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14 Points - W. Edwards Deming's 14 management practices to help companies increase their quality and productivity: 1. create constancy of purpose for improving products and services; 2. adopt the new philosophy; 3. cease dependence on inspection to achieve quality; 4. end the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier; 5. improve constantly and forever every process for planning, production and service; 6. institute training on the job; 7. adopt and institute leadership; 8. drive out fear; 9. break down barriers between staff areas; 10. eliminate slogans, exhortations and targets for the workforce; 11. eliminate numerical quotas for the workforce and numerical goals for management; 12. remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system; 13. institute a rigorous program of education and self-improvement for everyone; 14. put everybody in the company to work to accomplish the transformation. Frequency distribution (statistical): A table that graphically presents a large volume of data so the central tendency (such as the average or mean) and distribution are clearly displayed.

[Category=Quality ]

Source: American Society for Quality, 24 September 2010 09:13:30, http://www.asq.org/glossary/