The Deming Management Guidelines to Improve Processes and Quality
W. Edwards Deming worked with Walter Shewart, a statistician at Bell Telephone Laboratories. He learned process control using statistical sampling from Shewart and help Japanese manufacturers implement the process control and become world class competitors. Even though, statistical process control methods were developed in USA only, their best implementation occurred in Japan and Deming's way of coaching top managers of Japanese companies was given a credit for it. Deming explained his principles of for continuous improvement in processes and quality in 10 to 14 principles over a period of time.
14 Guidelines (Principles)
1. Create constancy of purpose for continual improvement of products and services: Allocate resources to provide for long range needs rather than only short term profitability, with a plan to become competitive, to stay in business, and to provide jobs.
2. Adopt a new philosophy. New age is created in Japan. We can no longer live with commonly accepted levels of delays, mistakes, defective materials and defective workmanship. Transformation of Western management style is necessary to halt the continued decline of business and industry.
3. Cease dependence on mass inspection to provide quality output: Eliminate the need for mass inspection as the way of life to achieve quality by building quality into the product in the first place. Improve processes by educating and training workers and co-opting them into the process.
4. End lowest tender contracts: End the practice of awarding business solely on the basis of price tag based on quotations from arms length vendors. Instead require meaningful measures of quality along with price. Reduce the number of suppliers for the same item by eliminating those that do not qualify with evidence of quality. The aim has to be to minimize total cost, not merely initial cost, as poor quality or variation in supplies has a cost. This may be achieved by moving toward a single supplier for any one item, on a long term relationship of loyalty and trust. Purchasing managers have a new job, and must learn it.
5. Improve every process continuously: Improve constantly and forever every process for design, production, and service. Search continually for problems in order to improve every activity in the company, to improve quality and productivity, and thus to constantly decrease costs. Institute innovation and constant improvement of product, service, and process. It is management's job to work continually on the system (design, incoming materials, maintenance, improvement of machines, supervision, training, retraining).
6. Institute training on the job: Institute modern methods of training on the job for all, including management, to make better use of every employee. Don’t leave workers to themselves forcing them to learn from others in an informal way. New skills are required to keep up with changes in materials, methods, product and service design, machinery, techniques, and service.
7. Institute leadership: Adopt and institute leadership aimed at helping people do a better job. The responsibility of managers and supervisors must be changed from setting target and evaluating to teaching and training of workers.
8. Drive out fear: Provide security of employment and encourage effective two way communication.
9. Break down barriers: Break down barriers between departments and staff areas. Develop process orientation so that people cooperate with each other to complete the process to serve the customer.
10. Eliminate exhortations: Slogans, posters and exhortations for the work force, demanding Zero Defects and new levels of productivity, without providing methods will not serve any purpose. Train people in methods and let them put up their own slogans.
11. Eliminate arbitrary numerical targets: Arbitrary quotas for the work force and numerical goals for people in management result in achievement of targets as substantial cost to the organization. Substitute aids and helpful leadership and rational targets in order to achieve continual improvement of quality and productivity.
12. Permit pride of workmanship: Remove the barriers that prevent workers from doing a quality job. It is the responsibility of managers, supervisors, and foremen to guide workers to produce quality output. Train supervisors in producing quality output. Attend to machines and keep them in good condition. Ensure quality inputs.
13. Encourage education and training: Institute a vigorous program of education, and encourage self improvement for everyone. An organization needs to educate its people. Advances in competitive position will have their roots in knowledge.
14. Top management commitment and action: Clearly define top management's permanent commitment to ever improving quality and productivity, and show that commitment through action.
Sources
Mary Walton, The Deming Management Method, Perigee Books, New York, 1986.
http://www.qualityregister.co.uk/14principles.html
Anderson et al. (1994, pg. 479) summarized the guidelines and proposed a theoretical underlying statement as:
“The effectiveness of the Deming management method arises from leadership efforts
toward the simultaneous creation of a cooperative and learning organization to facilitate
the implementation of process-management practices, which, when implemented, support
customer satisfaction and organizational survival through sustained employee fulfillment
and continuous improvement of processes, products, and services.”
Authors
•Narayana Rao
Published Version 3
Last edited: 05 Sep 2009
Exported: 26 Nov 2011
Original URL: http://knol.google.com/k/-/-/ 2utb2lsm2k7a/ 1698
Updated on 25.4.2022
Pub in this blog on 17 July 2021
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