Demings Approach
Deming’s Approach to Management
I Basic Philosophy
Deming’s theory of management details the steps that must be taken to transform a company’s quality culture. It is a theory that means it is insufficient to simply solve problems that arise. A culture of continuous improvement must be established and maintained with the overall goal of achieving customer satisfaction. Along with the fourteen basic points of his theory of management, Deming also defines what he calls the deadly sins and diseases that virtually every company in the West is being crippled by. It is vital to grasp from the outset that Deming’s philosophy requires the highest level of corporate cultural change. The initiative to implement the Deming approach must start at the top and will almost without doubt change many of the traditional views held by the organisation. Without support from the top, changes of this nature will fail.
2 Deming’s fourteen points for management
2.1 Create constancy of purpose for continual improvement of product and service.
The meaning of the first point is that the long-term future is important and should serve as the focus for changes. Target the future, become more competitive, grow, and provide for the longterm needs rather than short-term profits. The existence of a long-term purpose brings with it the climate of stability and longevity and a climate within which continuous improvement is realistic. Investment in process quality and product innovation both have their rewards in the future. Clearly, long-term constancy of purpose is a top management output. Deming considers this to be management’s number one priority and obligation. Deviations from the purpose must be dealt with by appropriate action immediately. Clear long-term aims lead to clear policies, clear targets, and clear resourcing plans etc. These make it easy to communicate what is happening within the company to the workforce which leads to higher levels of morale, lower staff turnover etc. The
I Basic Philosophy
Deming’s theory of management details the steps that must be taken to transform a company’s quality culture. It is a theory that means it is insufficient to simply solve problems that arise. A culture of continuous improvement must be established and maintained with the overall goal of achieving customer satisfaction. Along with the fourteen basic points of his theory of management, Deming also defines what he calls the deadly sins and diseases that virtually every company in the West is being crippled by. It is vital to grasp from the outset that Deming’s philosophy requires the highest level of corporate cultural change. The initiative to implement the Deming approach must start at the top and will almost without doubt change many of the traditional views held by the organisation. Without support from the top, changes of this nature will fail.
2 Deming’s fourteen points for management
2.1 Create constancy of purpose for continual improvement of product and service.
The meaning of the first point is that the long-term future is important and should serve as the focus for changes. Target the future, become more competitive, grow, and provide for the longterm needs rather than short-term profits. The existence of a long-term purpose brings with it the climate of stability and longevity and a climate within which continuous improvement is realistic. Investment in process quality and product innovation both have their rewards in the future. Clearly, long-term constancy of purpose is a top management output. Deming considers this to be management’s number one priority and obligation. Deviations from the purpose must be dealt with by appropriate action immediately. Clear long-term aims lead to clear policies, clear targets, and clear resourcing plans etc. These make it easy to communicate what is happening within the company to the workforce which leads to higher levels of morale, lower staff turnover etc. The