Page 47 - The Handbook for Quality Management a Complete Guide to Operational Excellence

34 B u s i n e s s - I n t e g r a t e d Q u a l i t y S y s t e m s A p p r o a c h e s t o Q u a l i t y 35

Deming’s Approach

Deming is probably best known for his theory of management as embod-
ied in his 14 points. According to Deming, “The 14 points all have one
aim: to make it possible for people to work with joy.” The 14 points are:

1. Create constancy of purpose for the improvement of product and
service, with the aim to become competitive, stay in business, and
provide jobs.
2. Adopt the new philosophy of cooperation (win-win) in which
everybody wins. Put it into practice and teach it to employees,
customers, and suppliers.
3. Cease dependence on mass inspection to achieve quality. Improve
the process and build quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag
alone. Instead, minimize total cost in the long run. Move toward a
single supplier for any one item, on a long-term relationship of
loyalty and trust.
5. Improve constantly and forever the system of production, service,
planning, or any activity. This will improve quality and productiv-
ity and thus constantly decrease costs.
6. Institute training for skills.
7. Adopt and institute leadership for the management of people, rec-
ognizing their different abilities, capabilities, and aspirations. The
aim of leadership should be to help people, machines, and gadgets
do a better job. Leadership of management is in need of overhaul,
as well as leadership of production workers.
8. Eliminate fear and build trust so that everyone can work effec-
tively.

9. Break down barriers between departments. Abolish competition
and build a win-win system of cooperation within the organiza-
tion. People in research, design, sales, and production must work
as a team to foresee problems of production and use that might be
encountered with the product or service.
10. Eliminate slogans, exhortations, and targets asking for zero defects
or new levels of productivity. Such exhortations only create adver-
sarial relationships, as the bulk of the causes of low quality and
low productivity belong to the system and thus lie beyond the
power of the workforce.
11. Eliminate numerical goals, numerical quotas, and management
by objectives. Substitute leadership.

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