xqa01 deming 14 pts

Deming’s 14 Points for

Total Quality ManagementWade AllenNicole Bush

Michael GrahamDave Isham

Kathryn Hilker

Overview

History of Dr. W. Edwards DemingThe 14 Points ExplainedCriticisms of the 14 PointsConcluding Thoughts

History of Dr. W. Edwards Deming

Born in 19001928 – Received PhD in Physics1946 – Led formation of American Society for Quality

Controlmid-1940s – TQM developedlate 1940s – Introduced statistical quality control to

Japan1951 – Japan created Deming Award1970s-1980s – Ford, IBM, Xerox adopt TQM1980 – Deming “Discovered” in America

1. Create a Vision and Demonstrate Commitment

Management must find core values and goalsInvolve all employeesMaintain a constancy of purposeApplication:

Establish a policyInvest in research and educationAlways work on improvement

Illustration by Pat Oliphant

www.managementwisdom.com/free.html

2. Learn the New Philosophy

Work more toward QUALITY rather than quantityDo not tolerate errors and faulty workmanshipApplication:

Focus on the customer’s needs, not on the competitionEstablish an understanding as to what kind of work is acceptable from employees



3. Understand Inspection

Workers depend too much on inspectionInspection is never 100% accurate and is costlyUse inspection as an information toolApplication:

Encourage workers to take responsibility in their work



4. Stop Making Decisions Purely on the Basis of Cost

Judge incoming materials by both quality and priceFocus on minimizing total cost not initial costWork toward long-term relationships with suppliersApplication:

Reduce variation by using fewer suppliersUse statistical evidence to choose suppliers



5. Improve Constantly and Forever

Reject notion that things are ever “good enough”Necessary in both Design and OperationsLess Variation, Lower CostApplication:

Market Surveys, World ClassSystem for regular performance review Illustration by Pat Oliphant


6. Institute Training

People are the most valuable resourceReduces BarriersAncillary Skills

AnalyzingDiagnosing

Best People to TrainApplication:

Production Floor TrainingTraining “Department” Illustration by Pat Oliphant


7. Institute Leadership

Job of management is to Lead, not Supervise Focus on process improvements, not quotasKnow the workApplication:

Accountability for qualityForgive a mistake



8. Drive Out Fear

Underlies many of Deming’s 14 PointsFirst that should be implementedMany Fears- all have to be recognizedApplication:

180° AccountabilityContinue to be sensitiveBAF “safety” record Illustration by Pat Oliphant


9. Optimize the Efforts of Teams

Teamwork destroys barriersBarriers occur when:

Managers fear losing powerEmployees compete for raises and ratings

Lack of cooperation leads to poor qualityApplication:

Restructure into teams that support processesAim for consensus rather than compromise



10. Eliminate Exhortations

Exhortations typically assume all quality problems are behavioralThey overlook the source of many problems—thesystemApplication:

Improve quality with statistical thinking & trainingMotivate with leadership & trust instead of slogans



11. Eliminate Numerical Quotas, Management by Objective

Quotas and Objectives often used to punish, not encourageCan cause workers to short-cut quality to reach the goalApplication:

Provide ongoing feedback based on quality indicatorsEmphasize the means (quality) as much as the results



12. Remove Barriers to Pride in Workmanship

Performance appraisals can destroy teamwork and foster mediocrityDeming sorted non-system performance statistically:

Superior performance – rewardInferior performance – train or replace

Application:Ask “What keeps you from doing better?” - act on answersRecognize results and quality over problems



13. Encourage Education and Self-Improvement

Education outside of specific job skillsResponsibility to improve value of individualsCan stimulate innovationApplication:

Pay for “work-related”coursesProvide course informationEncourage office clubs Illustration by Pat Oliphant


14. Take Action to Transform

Change includes everyoneChange begins at the top

“Quality is made in the boardroom….Limitations on quality are also made in the boardroom” –Deming

Application: Lead by exampleProvide trainingImplement with cross-functional teams Illustration by Pat Oliphant


Criticisms of the 14 Points

They are redundant.Could indicate inadequate understandingIf it helps to condense the points, do it

They lack specific direction.This is intentional - Deming wanted people to study his ideas and derive their own approachesThe 14 points are a framework or foundation for application, not a prescriptive approach

Concluding Thoughts…

A philosophy, not a programApplies anywhere and everywhere

Challenge: Use Deming’s 14 Points as a guide to write out a personal management philosophy.

References

The W. Edwards Deming Institute Webpagehttp://deming.org

“Chapter 3: Philosophies and Frameworks” pp. 100-106The Management and Control of Quality, Sixth Edition, 2005, James R. Evans & William M. Lindsay

Pat Oliphant Illustrationshttp://www.managementwisdom.com/free.html

“Total Quality in Education, Lesson 6 - Integrating the Principles”http://www.tqie.com/lesson 6.html

“Deming’s 14 Point Plan for TQM” by D. Wilson, 1995http://www.educesoft.com/quality/demming.htm

“W. Edwards Deming’s Fourteen Points and Seven Deadly Diseases of Management”http://www.endsoftheearth.com/Deming14Pts.htm

“Total Quality Management”http://tkdtutor.com/05Instructors/TQM.htm

“Quality Management: Deming’s 14 Points for Management”http://www

“Decades-old Management Advice Has Value for the Future” by Ronald Swift, 10/11/2001http://www.infoworld.com/articles

xqa01 deming 14 pts

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