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    Deming's 14 Points

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    andrecruzzz
    Deming was a statistician who helped Japan improve manufacturing quality after WWII. He later introduced 14 points for management in his 1982 book that became the basis for Total Quality Management (TQM). The 14 points focused on reducing variation through constant improvement, training, cooperation between departments, and eliminating fear in the workplace. Deming saw variation as the main threat to quality and his points aimed to standardize processes and encourage quality improvements.

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    Deming's 14 Points

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    andrecruzzz
    271 views2 pages
    Deming was a statistician who helped Japan improve manufacturing quality after WWII. He later introduced 14 points for management in his 1982 book that became the basis for Total Quality Management (TQM). The 14 points focused on reducing variation through constant improvement, training, cooperation between departments, and eliminating fear in the workplace. Deming saw variation as the main threat to quality and his points aimed to standardize processes and encourage quality improvements.

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    Deming was a statistician who helped Japan improve manufacturing quality after WWII. He later introduced 14 points for management in his 1982 book that became the basis for Total Quality Management (TQM). The 14 points focused on reducing variation through constant improvement, training, cooperation between departments, and eliminating fear in the workplace. Deming saw variation as the main threat to quality and his points aimed to standardize processes and encourage quality improvements.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    271 views2 pages

    Deming's 14 Points

    Uploaded by

    andrecruzzz
    Deming was a statistician who helped Japan improve manufacturing quality after WWII. He later introduced 14 points for management in his 1982 book that became the basis for Total Quality Management (TQM). The 14 points focused on reducing variation through constant improvement, training, cooperation between departments, and eliminating fear in the workplace. Deming saw variation as the main threat to quality and his points aimed to standardize processes and encourage quality improvements.

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    of 2

    deming's 14 points http://www.hci.com.au/hcisite2/articles/deming.

    htm

    by Phil Cohen

    W Edwards Deming was an American statistician who was credited with the
    rise of Japan as a manufacturing nation, and with the invention of Total Quality
    Management (TQM). Deming went to Japan just after the War to help set up a
    census of the Japanese population. While he was there, he taught 'statistical
    process control' to Japanese engineers - a set of techniques which allowed
    them to manufacture high-quality goods without expensive machinery. In 1960
    he was awarded a medal by the Japanese Emperor for his services to that
    country's industry.

    Deming returned to the US and spent some years in obscurity before the
    publication of his book "Out of the crisis" in 1982. In this book, Deming set out
    14 points which, if applied to US manufacturing industry, would he believed,
    save the US from industrial doom at the hands of the Japanese.

    Although Deming does not use the term Total Quality Management in his book,
    it is credited with launching the movement. Most of the central ideas of TQM
    are contained in "Out of the crisis".

    The 14 points seem at first sight to be a rag-bag of radical ideas, but the key
    to understanding a number of them lies in Deming's thoughts about variation.
    Variation was seen by Deming as the disease that threatened US
    manufacturing. The more variation - in the length of parts supposed to be
    uniform, in delivery times, in prices, in work practices - the more waste, he
    reasoned.

    From this premise, he set out his 14 points for management, which we have
    paraphrased here:

    1."Create constancy of purpose towards improvement". Replace short-term


    reaction with long-term planning.

    2."Adopt the new philosophy". The implication is that management should


    actually adopt his philosophy, rather than merely expect the workforce to do
    so.

    3."Cease dependence on inspection". If variation is reduced, there is no need


    to inspect manufactured items for defects, because there won't be any.

    4."Move towards a single supplier for any one item." Multiple suppliers mean
    variation between feedstocks.

    5."Improve constantly and forever". Constantly strive to reduce variation.

    6."Institute training on the job". If people are inadequately trained, they will not
    all work the same way, and this will introduce variation.

    7."Institute leadership". Deming makes a distinction between leadership and


    mere supervision. The latter is quota- and target-based.

    8."Drive out fear". Deming sees management by fear as counter- productive in


    the long term, because it prevents workers from acting in the organisation's
    best interests.

    9."Break down barriers between departments". Another idea central to TQM is

    1 of 2 21-11-2010 1:44
    deming's 14 points http://www.hci.com.au/hcisite2/articles/deming.htm

    the concept of the 'internal customer', that each department serves not the
    management, but the other departments that use its outputs.

    10."Eliminate slogans". Another central TQM idea is that it's not people who
    make most mistakes - it's the process they are working within. Harassing the
    workforce without improving the processes they use is counter-productive.

    11."Eliminate management by objectives". Deming saw production targets as


    encouraging the delivery of poor-quality goods.

    12."Remove barriers to pride of workmanship". Many of the other problems


    outlined reduce worker satisfaction.

    13."Institute education and self-improvement".

    14."The transformation is everyone's job".

    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."

    "Out of the crisis" is over 500 pages long, and it is not possible to do full justice
    to it in a 600 word article. If the above points interest you, we recommend the
    book for further information.

    Please see our new web site for further articles on knowledge management,
    operational effectiveness, compliance and quality management.

    2 of 2 21-11-2010 1:44

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