Deming's 14 Points For Implementing Quality Improvement:
1. 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. 2. 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. 3. 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. 4. 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. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job.
7. 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. 8. Drive out fear, so that everyone may work effectively for the company. 9. 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. 10. 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. 11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership. b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. 12. 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 merit rating and of management by objective. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. If a company works hard to implement Dr. Deming's ideas on quality, they are likely to see an improvement in their all around environment. Training employees in order to fill a position skillfully and efficiently, benchmarking to identify areas that need improvement, and rethinking their approach to performance appraisal, are all indications of total-quality management that can result in a successful enterprise for all those involved. Crosby's name is best known in relations to the concepts of do it right the first time and zero defects. Zero defects means that the company's objective is 'doing things right first time'. This will not prevent people from making mistakes, but will encourage everyone to improve continuously. He considers traditional quality control, acceptable quality limits and waivers of sub-standard products to represent failure rather than assurance of success. Crosby therefore defines quality as conformance to the requirements, which the company itself has established for its products, based directly on its customers' needs. He does not believe that workers should take prime responsibility for poor quality; the reality, he says, is that you have to get management straight. In the Crosby scheme of things, management sets the tone on quality and workers follow their example; whilst employees are involved in operational difficulties and draw them to management's attention, the initiative comes from the top. The ultimate goal is to train all the...
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