Chapter 4 P1
Chapter 4 P1
Chapter 4 P1
09/06/2020
1
TOPIC 4: CONTENT
The content of this topic includes:
1. Deming Cycle, continuous improvement,
employee empowerment, benchmarking,
JIT and Taguchi Concept
2. Implementation Strategy: Hoshin Kanri
3. Common Implementation Mistakes
09/06/2020
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Implementation of TQM by using
Deming’s philosophy
The Fourteen Points For The Transformation
Of Management (Deming’s 14 points)
• 14 key principles for management to follow
for significantly improving the effectiveness of
a business or organization. Many of the
principles are philosophical. Others are more
programmatic. All are transformative in
nature.
Deming’s 14 points
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.
Deming’s 14 points…
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.
Deming’s 14 points…
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.
– Eliminate work standards (quotas)
on the factory floor. Substitute
leadership.
– Eliminate management by
objective. Eliminate management
by numbers, numerical goals.
Substitute leadership.
11. 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.
12. 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 or merit rating and of
management by objective (see Ch. 3).
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.
Deming’s 14 points…summary
Employee Empowerment
Employee Empowerment…
• Giving people throughout the organisation the
power to make a difference, contributes greatly
to providing quality products and services to their
customers
• Empowerment is a natural extension of employee
involvement
• Empowerment represents a high degree of
involvement in which employees make decisions
themselves and are responsible for their
outcomes
Employee Empowerment…
Empowerment can be defined as a
multidimensional social process that helps
people gain control over their own lives. It is a
process that fosters power in people for use in
their own lives, their communities and in their
society, by acting on issues they define as
important.
Employee Empowerment…
Empowerment can also be defined in terms
of management as giving someone power-
granting the authority to do whatever is
necessary to satisfy customers, and trusting
employees to make the right choices without
waiting for management approval.
Employee Empowerment…
The possibility of empowerment depends on
two things.
• First, empowerment requires that power can
change. If power cannot change, if it is
inherent in positions or people, then
empowerment is not possible, nor is
empowerment conceivable in any meaningful
way. In other words, if power can change,
then empowerment is possible.
Employee Empowerment…
• Second, the concept of empowerment
depends upon the idea that power can
expand. This second point reflects our
common experiences of power rather than
how we think about power.
THE IMPORTANCE OF EMPOWERMENT