Deming’ 14 Points for S Management

Topics: W. Edwards Deming, Management, Quality control Pages: 18 (4079 words) Published: March 29, 2011
SAGE Notes

Quality Management

Deming’ 14 Points for s Management

The Secret of Success is Constancy to Purpose.

Benjamin Disraeli Speech [June 24, 1872]
Deming’ 14 Points s Page 1

SAGE Notes

Deming’ Quality Chain Reaction s

Deming’ 14 Points s

Page 2

SAGE Notes

Another view of the Quality Chain Reaction:
Costs decrease because of less rework, fewer mistakes, delays, snags; better use of machine time and materials.

Improve Quality

Productivity improves

Capture the market with better quality and lower price

Stay inbusiness

Provide jobs and more jobs

"So simple!" (Deming)

Deming’ 14 Points s

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SAGE Notes

Deming's Fourteen Points for Management:
1 Create constancy of purpose for improvement of product and services Adopt the new philosophy Cease dependence on mass inspection End the practice of awarding business on price tag alone Constantly and forever improve the systems of production and services Institute modern methods of training on the job Institute modern methods of supervision and leadership Drive out fear Break down barriers between departments

2 3 4 5

6 7 8 9

10 Eliminate numerical goals for the work force 11 Eliminate work standards and numerical quotas 12 Remove barriers to pride of workmanship 13 Institute a vigorous programme of education and training for everyone 14 Create a structure in top management that will push every day on the above 13 points.

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SAGE Notes

Deming’ Fourteen Points for Management s 1: Create Constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business, and provide jobs. The essence of constancy of purpose is customer orientation. - the answer to the question WHY? Operational definition of customer needs is essential if we are to meet those needs and expectations at a price customers are willing to pay. Essentials that top management must address: • Establish policy • Establish core values • Set the long-term strategic course Companies usually do have long-term vision, but have short-term systems, that focus on short-term results. The danger is that “today’ short-term measures have longs term impacts.” Peter Drucker Top management may be on course, but the rest of the company may be off somewhere doing their best. “Doing your best is not good enough. You have to know what to do. Then do your best.” W E Deming Deming’ 14 Points s Page 5

SAGE Notes

Constancy of purpose: Setting the course today to be in business tomorrow. The problem of management is maintaining consistency of purpose: even when the aim is focused on the centre of the target, if the rest of the company is off doing their best without knowing what to do, results will not live up to expectations. Consistency of purpose: Striving to reduce the “spread” around the course.

Deming’ 14 Points s

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SAGE Notes

2 Adopt the new philosophy. We are in a new economic age, created by Japan. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

Why? What’ wrong with the old philosophy? s “Back to basics”? The Japanese attention to TQM principles has created a new economic age: the age of continuous improvement and systems thinking. The new age centres on the statement: “Higher quality costs less, not more.”

Folklore: Quality and productivity have an inverse relationship. Outmoded Relationship


Deming’ 14 Points s Page 7

SAGE Notes

Ask the workers: “Why does productivity increase as quality improves?” Less rework

True relationship between quality and productivity:

Modern view of Relationship

Improvement of process


leads to greater uniformity of product reduces mistakes and rework reduces waste of manpower, machine time, materials increases output with lowered cost. Other benefits: better competitive position...
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