Deming 14 Points at Hp Malaysia

Topics: W. Edwards Deming, Sales process engineering, Hewlett-Packard Pages: 8 (2668 words) Published: March 2, 2013
1.0 Introduction2
2.0 HP and Total Quality Management3
3.0 Deming’s 14 Points4
3.1. Constancy of purpose:4
3.2. The new philosophy:4
3.3. Cease dependence on mass inspection:5
3.4. End lowest tender contracts:5
3.5. Improve every process:5
3.6. Institute training on the job:6
3.7. Institute leadership of people:6
3.8. Drive out fear:7
3.9. Break down barriers:8
3.10. Eliminate exhortations:8
3.11. Eliminate arbitrary numerical targets:8
3.12. Permit pride of workmanship:9
3.13. Encourage education:9
3.14. Top management commitment and action:9
4.0 Advantages of Deming’s 14 points9
5.0 Disadvantages of Deming’s 14 points10
6.0 Conclusion10
7.0 Reference10
7.1 Books10
7.2 Online11

1.0 Introduction
Hewlett-Packard Company (HP) is a provider of products, technologies, software, solutions and services to individual consumers, small- and medium-sized businesses (SMBs) and large enterprises, including customers in the Government, health and education sectors. Its operations are organized into seven segments: the Personal Systems Group (PSG), Services, the Imaging and Printing Group (IPG), Enterprise Servers, Storage and Networking (ESSN), HP Software, HP Financial Services (HPFS) and Corporate Investments. The Company's offerings include personal computing and other access devices; multi-vendor customer services, including infrastructure technology and business process outsourcing, technology support and maintenance, application development and support services and consulting and integration services, and imaging and printing-related products and services. 2.0 HP and Total Quality Management
A fundamental of Total Quality Management (TQM) is the concept of the internal customer. TQM was a result of the W Deming’s work within Japanese industry after the cessation of World War II. Deming built upon the original Total Quality concept developed by Feigenbaum in the 1950’s and introduced the notion that quality is a strategic activity and originates in upper management attitudes towards quality (Walton, 1985). Hewlett Packard has a long association with TQM and quality management tools such as Kaizen and was one of the pioneers of the internal customer concept. Starting with the ink cartridges division in Scotland, Hewlett Packard introduced a simple seven point check list to ensure that each function of the organisation was focused its internal customers and made a conscious effort to satisfy the needs of these internal customers. The Hewlett Packard guide was comprised of seven questions which addressed the questions – “what is the purpose of our existence and what can we do to excel at our purpose?”. The seven questions were: Who are my customers? 

What are their needs? 
What is my product or service? 
What are my customers’ expectations of my service and how will these expectations be measured?  Does my product or service meet their expectations? 
What is the process for providing this product or service?  What actions will improve this process? 

By asking these questions each function, department and unit was able to understand that their primary purpose was not simply to produce, but to produce for the benefit of others, the internal customer. They could then apply a methodology to solve any problems and improve processes and quality. This is important as many business units can see their own existence and the means to an end – as long as they produce, they are doing their job (Deming, 1994). 3.0 Deming’s 14 Points

3.1. Constancy of purpose:
Create constancy of purpose toward continual improvement of product and service, with a plan to become competitive and to stay in business. Management at HP has two concerns. One deals with running the business on a day to day basis and the other deals with the...
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