Total Quality Management - CII Institute of Logistics

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Total Quality Management Deming’s 14 Points 1. Create constancy of purpose towards improvement of product and service, with the aim to become competitive; to stay in business; and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Modern management must awaken to the challenge, must learn their responsibilities and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building 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. 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 and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership. The aim of supervision should be to help people, machines and gadgets to do a better job. 8. Drive out fear, so that everyone may work effectively for the company. 9. Break down barriers between departments. People in research, design, sales and production must work as a team to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial 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 work force. 11. Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objectives. Eliminate management by numbers and numerical goals. Substitute leadership. 12. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer CII Institute of Logistics 10 Website: www.ciilogistics.com
Total Quality Management numbers to quality. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish to transformation. The transformation is everybody’s job. Adapted from “Out of the Crisis”-Dr. Deming Connection between 14 Points of Deming and his Systems of Profound Knowledge Under appreciation for a system, points 1, 2, 4, 5, 9, 13, and 14 are most oriented towards systems. Numbers 1 and 2, relating to vision, commitment, and development of a new philosophy of leadership require a “big picture” view of the organization and its place in business and society. Number 4 relates to the requirement that total costs, not incremental costs, must be optimized throughout an organizational system. Number 5 is a call to make improvements continuously throughout the system. Number 9 requires the development of teamwork and breaking down of artificial barriers between departments and organizational units. Number 13 relates to broad education to benefit both the organization and society, in the long run. Point 14 calls for a major cultural change within the organization, and is similar to point 2. To understand variation, Deming established points 3, 5, 10, and 11. Point 3 requires that everyone understand inspection and use it to understand variation by avoiding mass inspection. Point 5 advises to “improve constantly and forever,” thus eliminating the causes of excessive variation and waste. Number 10 suggests that improvement does not take place by exhorting workers to do a better job, but by understanding the cause of poor quality and eliminating them. Point 11 makes a similar point that quotas and management by objectives are approaches that do not encourage improvement, but instead, create fear. When people don’t understand the theory of knowledge, they don’t know how to plan, accomplish learning, improve, change, or solve problems, despite their best efforts. Thus points 1, 2, 5, 6, and 13 may be seen as falling under theory of knowledge CII Institute of Logistics 11 Website: www.ciilogistics.com
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