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Deming's 14 Points For Total Quality Management

Dr. W. Edwards Deming introduced the principles of total quality management and statistical process control to postwar Japan. His 14 Points provide a framework for continuous quality improvement and focus on valuing employees, optimizing processes, and removing barriers. Deming advocated for a System of Profound Knowledge for managers consisting of understanding systems, variation, knowledge theory, and human psychology.

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109 views17 pages

Deming's 14 Points For Total Quality Management

Dr. W. Edwards Deming introduced the principles of total quality management and statistical process control to postwar Japan. His 14 Points provide a framework for continuous quality improvement and focus on valuing employees, optimizing processes, and removing barriers. Deming advocated for a System of Profound Knowledge for managers consisting of understanding systems, variation, knowledge theory, and human psychology.

Uploaded by

shubham
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Deming’s 14 Points

for
Total Quality Management
History of
Dr. W. Edwards Deming
 Born in 1900
 1928 – Received PhD in Physics
 1946 – Led formation of American Society for Quality
Control
 late 1940s – Introduced statistical quality control to
Japan
 1951 – Japan created Deming Award
 1970s-1980s – Ford, IBM, Xerox adopt TQM
 1980 – Deming “Discovered” in America
1. Create a Vision and
Demonstrate Commitment
 Management must find core
values and goals
 Involve all employees
 Maintain a constancy and
consistancy of purpose
2. Learn the New Philosophy

 Work more toward QUALITY


rather than quantity
 Do not tolerate errors and
faulty workmanship
 Application:
 Focus on the customer’s
needs, not on the
competition
 Establish an understanding
as to what kind of work is
acceptable from employees
3. Understand Inspection

 Workers depend too much


on inspection
 Inspection is never 100%
accurate and is costly
 Use inspection as an
information tool
 Application:
 Encourage workers to take
responsibility in their work
Illustration by Pat Oliphant
www.managementwisdom.com/free.html
4. End the practice of awarding
business purely on the Basis of Cost
 Judge incoming materials by
both quality and price
 Focus on minimizing total
cost not initial cost
 Work toward long-term
relationships with suppliers
 Application:
 Reduce variation by using
fewer suppliers
 Use statistical evidence to
choose suppliers
5. Improve Constantly and Forever
the system of production and service
 Reject notion that things
are ever “good enough”
 Necessary in both Design
and Operations
 Less Variation, Lower Cost
 Deming PDCA cycle
 Plan
 Do
 Check
 Act Illustration by Pat Oliphant
www.managementwisdom.com/free.html
6. Institute Training

 People are the most


valuable resource

 Training on statistical tool

 Best People to Train

Illustration by Pat Oliphant


www.managementwisdom.com/free.html
7. Institute Leadership

 Supervisor vital link


between management and
worker

 Job of management is to
Lead, not Supervise

 Focus on process
improvements, not quotas
Illustration by Pat Oliphant
www.managementwisdom.com/free.html
8. Drive Out Fear, create trust

 Underlies many of Deming’s


14 Points

 First that should be


implemented

 Many Fears- all have to be


recognized

Illustration by Pat Oliphant


www.managementwisdom.com/free.html
9. Optimize the Efforts of Teams

 Teamwork destroys barriers


 Barriers occur when:
 Managers fear losing power
 Employees compete for
raises and ratings
 Lack of cooperation leads to
poor quality
 Application:
 Restructure into teams that
support processes
 Aim for consensus rather Illustration by Pat Oliphant
www.managementwisdom.com/free.html
than compromise
10. Eliminate Exhortations

 Exhortations typically
assume all quality problems
are behavioral
 They overlook the source of
many problems—the system
 Application:
 Improve quality with
statistical thinking & training
 Motivate with leadership &
trust instead of slogans Illustration by Pat Oliphant
www.managementwisdom.com/free.html
11. Eliminate Numerical Quotas,
Management by Objective
 Quotas and Objectives often
used to punish, not
encourage
 Can cause workers to short-
cut quality to reach the goal
 Application:
 Provide ongoing feedback
based on quality indicators
 Emphasize the means
(quality) as much as the Illustration by Pat Oliphant
results www.managementwisdom.com/free.html
12. Remove Barriers to Pride in
Workmanship
 Performance appraisals can
destroy teamwork and foster
mediocrity

 Deming sorted non-system


performance statistically:
 Superior performance – reward
 Inferior performance – train or
replace

Illustration by Pat Oliphant


www.managementwisdom.com/free.html
13. Encourage Education and
Self-Improvement
 Education outside of
specific job skills

 Responsibility to improve
value of individuals

 Can stimulate innovation

Illustration by Pat Oliphant


www.managementwisdom.com/free.html
14. Take Action to Transform

 Change includes everyone


 Change begins at the top
 “Quality is made in the
boardroom….Limitations on
quality are also made in the
boardroom” –Deming
 Application:
 Lead by example
 Provide training
 Implement with cross-
functional teams Illustration by Pat Oliphant
www.managementwisdom.com/free.html
The Deming System of Profound Knowledge

 Deming advocated that all managers need to have


what he called a System of Profound Knowledge,
consisting of four parts:

1. Appreciation of a system: understanding the overall processes


involving suppliers, producers, and customers (or recipients) of
goods and services (explained below);

2. Knowledge of variation: the range and causes of variation in


quality, and use of statistical sampling in measurements;

3. Theory of knowledge: the concepts explaining knowledge and


the limits of what can be known;

4. Knowledge of psychology: concepts of human nature.

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