Deming's 14 points
The System of Profound
Knowledge� is the basis for application of Deming's famous 14 Points for
Management, described below.
Edwards
Deming offered fourteen key principles for management for transforming
business effectiveness. In summary:
-
Create constancy of purpose
toward improvement of a product and service with a plan to become
competitive and stay in business. Decide to whom top management is
responsible.
-
Adopt the new philosophy.
We are in a new economic age. We can no longer live with commonly accepted
levels of delays, mistakes, defective materials, and defective workmanship.
-
Cease dependence on mass
inspection. Require, instead, statistical evidence that quality is built in.
(prevent defects instead of detect defects.)
-
End of the practice of
awarding business on the basis of price tag. Instead, depend on meaningful
measures of quality along with price. Eliminate suppliers that cannot
qualify with statistical evidence of quality.
-
Find Problems. It is a
management�s job to work continually on the system (design, incoming
materials, composition of material, maintenance, improvement of machine,
training, supervision, retraining)
-
Institute modern methods of
training on the job
-
The responsibility of the
foreman must be to change from sheer numbers to quality� [which] will
automatically improve productivity. Management must prepare to take
immediate action on reports from the foremen concerning barriers such as
inherent defects, machines not maintained, poor tools, and fuzzy operational
definitions.
-
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 that may be encountered with various
materials and specifications.
-
Eliminate numerical goals,
posters, slogans for the workforce, asking for new levels of productivity
without providing methods.
-
Eliminate work standards
that prescribe numerical quotas.
-
Remove barriers that stand
between the hourly worker and his right of pride of workmanship.
-
Institute a vigorous
program of education and retraining.
-
Create a structure in top
management that will push every day on the above 13pts.
Edwards
Deming has been criticised for
putting forward a set of goals without providing any tools for managers to use
to reach those goals (just the problem he identified in point 10). His
inevitable response to this question was: "You're the manager, you figure it
out."
References
http://hci.com.au/hcisite3/articles/deming.htm
http://en.wikipedia.org/wiki/W._Edwards_Deming
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