deming’s 14 principles w. edwards deming. the deming chain reaction improve quality costs decrease...

Deming’s 14 PrinciplesW. EDWARDS DEMING

THE DEMING CHAIN REACTION

Improve Quality

Costs decrease because of less reword, fewer

mistakes, fewer delays, snags, better use of

machine time and materials

Productivity Improves

Capture the market with better quality

and lower priceStay in business Provide jobs and

more jobs

Feedback on Deming Seminars

Union Representative“I think our plant is far from this way of management. Management is not willing to change and that’s what it will take”

“Sounds too good to be true…Fear has always been and it will be a factor affecting employee efficiency”

“I think in most cases in the past, management says one thing on the one hand and business goes on on the other”

“The concepts presented in this seminar will have to be implemented by upper management. We have no communication with upper management”

Engineer

Tool setter

Product designer

Create constancy of purpose for the improvement of product an service.

1

Innovation Innovation Put Resources into Research and Education

Put Resources into Research and Education

Continuous Improvement of Products and Services

Continuous Improvement of Products and Services

Invest in Maintenance of EquipmentFurniture and Fixtures, and in New Aids

to Production in the Office and in the Plant

Invest in Maintenance of EquipmentFurniture and Fixtures, and in New Aids

to Production in the Office and in the Plant

McGraw-Hill/Irwin ©2006 The McGraw-Hill Companies, Inc. All rights reserved.

Create constancy of purpose for the improvement of product an service.

Adopt the new philosophy.

2

Cease dependence on mass inspection.

3

Old Way New Way

INSPECT BAD QUALITY OUTBUILD GOOD QUALITY IN

Cease dependence on mass inspection.

End the practice of awarding business on price tag alone.

4

Improve constantly and forever the system of production and service.

5

Institute training and retraining

6

Institute leadership

7

Drive out fear.

8

Break down barriers between staff areas.

9

Eliminate slogans, exhortations, and targets for the workforce.

10

Eliminate numerical quotas.

11

Remove barriers to pride of workmanship.

12

Institute a vigorous program of education and retraining.

13

Take action to accomplish the transformation.

14

Deming’s 7 Deadly Diseases and Some ObstaclesW. EDWARDS DEMING

Lack of Constancy and Purpose

1

Emphasis on Short-term Profits

2

Evaluation of Performance, Merit Rating, or Annual Review

3

Mobility of Top Management

4

Running a company on Visible Figures alone (‘counting the money’)

5

Excessive Medical Costs

6

Excessive Costs of Warranty, fueled by Lawyers that work on contingency fees

7

OBSTACLES (1 of 2)

Neglect of long-range planning and transformation

The supposition that solving problems, automation, gadgets, and new machinery will transform industry

Search for examples

Our problems are different

Obsolescence in schools

Reliance on quality control departments

Blaming the workforce for problem

OBSTACLES(2 of 2)

Quality for inspection

False starts

The unmanned computer

Meeting specifications

Inadequate testing of prototypes

“Anyone that comes to try to help us must understand all about our business”