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Deming'S 14 Principles Deming Philosophy: Total Quality Management

The document outlines Deming's 14 principles for total quality management, which focus on constantly improving processes, eliminating waste and defects, fostering collaboration, and gaining leadership and workforce commitment. It also describes the 7 steps for strategic quality planning, which involve understanding customer needs, predicting the future, identifying gaps, developing plans to close gaps, and implementing changes while monitoring progress. The overall goal is to establish a quality-focused culture and continuously enhance processes and customer satisfaction.

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Kalaiselvan Punniyamoorthy
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© Attribution Non-Commercial (BY-NC)
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Download as PPT, PDF, TXT or read online on Scribd
34 views

Deming'S 14 Principles Deming Philosophy: Total Quality Management

The document outlines Deming's 14 principles for total quality management, which focus on constantly improving processes, eliminating waste and defects, fostering collaboration, and gaining leadership and workforce commitment. It also describes the 7 steps for strategic quality planning, which involve understanding customer needs, predicting the future, identifying gaps, developing plans to close gaps, and implementing changes while monitoring progress. The overall goal is to establish a quality-focused culture and continuously enhance processes and customer satisfaction.

Uploaded by

Kalaiselvan Punniyamoorthy
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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DEMING'S 14 PRINCIPLES

Deming Philosophy
U07GM801- Total Quality Management

P.Kalaiselvan , Asst.Professor
Department of Mechatronics
Kumaraguru College of Technology
Coimbatore - 49
Historical Development of Total Quality
Management
DEMING PHILOSOPHY
Deming Philosophy
1. Create a constant purpose toward improvement.
2. Adopt the new philosophy.
3. Stop depending on inspections.
4. Use a single supplier for any one item.
5. Improve constantly and forever.
6. Use training on the job.
7. Implement leadership.
Deming Philosophy Conti..
8. Eliminate fear.
9. Break down barriers between departments.
10. Get rid of unclear slogans.
11. Eliminate management by objectives.
12. Remove barriers to pride of workmanship.
13. Implement education and self-improvement.
14. Top management commitment and action
Create a constant purpose toward
improvement
– Plan for quality in the long term.
– Resist reacting with short-term solutions.
– Don't just do the same things better – find better
things to do.
– Predict and prepare for future challenges, and
always have the goal of getting better.
Adopt the new philosophy

– Embrace quality throughout the organization.


– Put your customers' needs first, rather than react to
competitive pressure – and design products and
services to meet those needs.
– Be prepared for a major change in the way
business is done. It's about leading, not simply
managing.
– Create your quality vision, and implement it.
Stop depending on inspections

– Inspections are costly and unreliable – and they


don't improve quality, they merely find a lack of
quality.
– Build quality into the process from start to finish.
– Don't just find what you did wrong – eliminate the
"wrongs" altogether.
– Use statistical control methods – not physical
inspections alone – to prove that the process is
working.
Use a single supplier for any one item
– Quality relies on consistency – the less variation you have
in the input, the less variation you'll have in the output.
– Look at suppliers as your partners in quality. Encourage
them to spend time improving their own quality – they
shouldn't compete for your business based on price alone.
– Analyze the total cost to you, not just the initial cost of
the product.
– Use quality statistics to ensure that suppliers meet your
quality standards.
Improve constantly and forever
– Continuously improve your systems and processes.
Deming promoted the Plan-Do-Check-Act approach to
process analysis and improvement.
– Emphasize training and education so everyone can do
their jobs better.
– Use kaizen as a model to reduce waste and to improve
productivity, effectiveness, and safety.
Use training on the job
– Train for consistency to
help reduce variation.
– Build a foundation of
common knowledge.
– Allow workers to
understand their roles in
the "big picture."
– Encourage staff to learn
from one another, and
provide a culture and
environment for effective
teamwork.
Implement leadership
– Expect your supervisors and managers to understand their
workers and the processes they use.
– Don't simply supervise – provide support and resources so
that each staff member can do his or her best. Be a coach
instead of a policeman.
– Figure out what each person actually needs to do his or her
best.
– Emphasize the importance of participative management
and transformational leadership.
– Find ways to reach full potential, and don't just focus on
meeting targets and quotas.
Eliminate fear
– Allow people to perform at their best by ensuring that
they're not afraid to express ideas or concerns.
– Let everyone know that the goal is to achieve high quality
by doing more things right – and that you're not interested
in blaming people when mistakes happen.
– Make workers feel valued, and encourage them to look for
better ways to do things.
– Ensure that your leaders are approachable and that they
work with teams to act in the company's best interests.
– Use open and honest communication to remove fear from
the organization.
Break down barriers between departments

– Build the "internal customer" concept – recognize


that each department or function serves other
departments that use their output.
– Build a shared vision.
– Use cross-functional teamwork to build
understanding and reduce adversarial relationships.
– Focus on collaboration and consensus instead of
compromise.
Get rid of unclear slogans
– Let people know exactly what you want – don't
make them guess. "Excellence in service" is short
and memorable, but what does it mean? How is it
achieved? The message is clearer in a slogan like
"You can do better if you try."
– Don't let words and nice-sounding phrases replace
effective leadership. Outline your expectations, and
then praise people face-to-face for doing good work.

Higher & Today’s Goal =


2000
Higher
Everyday! GET OVER IT!!!
Eliminate management by objectives
– Look at how the process is carried out, not just
numerical targets. Deming said that production
targets encourage high output and low quality.
– Provide support and resources so that production
levels and quality are high and achievable.
– Measure the process rather than the people behind
the process.
Remove barriers to pride of workmanship

– Allow everyone to take pride in their work without


being rated or compared.
• Treat workers the same, and don't make them
compete with other workers for monetary or other
rewards. Over time, the quality system will naturally
raise the level of everyone's work to an equally high
level.
Implement education and self-improvement
– Improve the current
skills of workers.
– Encourage people to
learn new skills to
prepare for future
changes and challenges.
– Build skills to make your
workforce more
adaptable to change, and
better able to find and
achieve improvements.
Top management commitment and action

– Improve your overall organization by having each


person take a step toward quality.
– Analyze each small step, and understand how it
fits into the larger picture.
– Use effective change management principles to
introduce the new philosophy and ideas in
Deming's 14 points.
Strategic quality planning
• The process starts with the principles that quality and
customer satisfaction are the center of an
organization’s future.
• The strategic planning can be performed by any
organization. It can be highly effective, allowing the
organizations to do the right thing at the right time,
every time.
There are seven steps to strategic Quality
Planning:

• Discover customer needs


• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
• Alignment
• Implementation
1. Customer Needs

• The first step is to discover the future needs of the


customers.
• Who will they be? Will your customer base change?
What will they want? How will they want? How will
the organization meet and exceed expectations?
2. Customer Positioning

• Next, the planners determine where organization


wants to be in relation to the customers.
• Do they want to retain, reduce, or expand the
customer base. Product or services with poor quality
performance should be targeted for breakthrough or
eliminated.
• The organization’s needs to concentrate its efforts on
areas of excellence.
3. Predict the future

• Next planners must look into their crystal balls to


predict the future conditions that will affect their
product or service.
• Demographics, economics forecasts, and technical
assessments or projections are tools that help predict
the future.
4. Gap Analysis
• This step requires the planner to identify the gaps
between the current state and the future state of the
organization.
• An analysis of the core values and concepts is an
excellent technique for pinpointing  gaps.
5. Closing the Gap

• The plan can now be developed to close the gap by


establishing goals and responsibilities.
• All stakeholders should be included in the
development of the plan.
6. Alignment

• As the plan is developed, it must be aligned with the


mission, vision, and core values and concepts of the
organization. Without this alignment, the plan will
have little chance of success.
7. Implementation

• This last step is frequently the most difficult.


Resources must be allocated to collecting data,
designing changes, and overcoming resistance to
change.
• Also part of this step is the monitoring activity to
ensure that progress is being made. The planning
group should meet at least once a year to assess
progress and take any corrective action.

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