Deming’s Fourteen Points for Management BRJ

8/12/2019 Demings Fourteen Points for Management BRJ

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Demings Fourteen PointsFor Management

Prepared by: BERJOHN BTAHAN

D4A |BS INDUSTRIAL ENGINEERING


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1) Create constancy of purpose forimprovement of product and service.

Inspire the workers to stay competitive in the market and remind abothe importance of stability in jobs and new opportunities which may come uin later stages, as inducing a sense of purpose in producing quality producwill work as the inspiration to work efficiently.

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

getting better.


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2) Adopt the new philosophy.

The customer demands and taste change very fast and thcompetition in the market grow at a rapid rate today, and we have toaccept new philosophies according to the market trends and technologyrevolutions.

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.


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3. Cease dependence on inspection toachieve quality.

Instead of inspecting the product for quality after production, infquality at the beginning itself with production quality control, as this wensure no raw materials are wasted for the sake of quality.

Inspections are costly and unreliable and they don't improvthey 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" alto

Use statistical control methods not physical inspections alprove that the process is working.


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4) End the practice of awarding business onprice tag alone

Quality relies on consistency the less variation you have in the the less variation you'll have in the output.

Look at suppliers as your partners in quality. Encourage them to spendtime improving their own quality they shouldn't compete for ybusiness 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.


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5) Constantly and forever improve thesystem of production and service.

Continuously improve your systems and processes.

Deming promoted the Plan-Do-Check-Act approach to process analysand improvement.

Emphasize training and education so everyone can do their jobs better.

Use kaizen as a model to reduce waste and to improve productivityeffectiveness, and safety.


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6) Institute modern methods of training onthe job.

Management needs training to learn about all aspects of the companfrom incoming materials to customer needs, including the impact thaprocess variation has on what is done within the company. Managememust understand the problems the worker.

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.


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7) Institute modern methods of supervision.

Supervision by management is in need of overhaul, as well assupervision of production workers.

Management should lead, not supervise. Leaders must know the workthat they supervise.

Don't simply supervise provide support and resources so that staff member can do his or her best. Be a coach instead of apoliceman.

They must be empowered and directed to communicate and to act onconditions that need correction. They must learn to fix the process, notreact to every fault as if it were a special cause, which can lead to a

higher defect rate.


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8) Drive out fear.

No one can give his best performance unless he feels secure. Employeesshould not be afraid to express their ideas or ask questions.

Allow people to perform at their best by ensuring that they're not afraidto express ideas or concerns.

Let everyone know that the goal is to achieve high quality by doing morthings right and that you're not interested in blaming people whenmistakes happen.

Make workers feel valued, and encourage them to look for better ways tdo things.

Ensure that your leaders are approachable and that they work with

teams to act in the company's best interests.


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9) Break down barriers between staffareas.

Teamwork is needed throughout the company. Everyone in designsales, manufacturing and the like can be doing great work, and yet thecompany can be failing, but how?

Build the "internal customer" concept recognize that eachdepartment or function serves other departments that use theiroutput.

Build a shared vision. Use cross-functional teamwork to build understanding and reduce

adversarial relationships. Focus on collaboration and consensus instead of compromise.


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10) Eliminate numerical goals for the workforce

Exhortations, posters, targets, and slogans are directed at the wrongpeople, causing general frustration and resentment. Posters and chartsdo not consider the fact that most trouble comes from the basiprocess.

Let people know exactly what you want don't make the"Excellence in service" is short and memorable, but what does it meanHow is it achieved? The message is clearer in a slogan like "You can better if you try."

Don't let words and nice-sounding phrases replace effective leadershipOutline your expectations, and then praise people face-to-face fodoing good work.


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11) Eliminate work standards andnumerical quotas.

Look at how the process is carried out, not just numerical targets.Deming said that production targets encourage high output and lowquality.

Provide support and resources so that production levels and qualityare high and achievable.

Measure the process rather than the people behind the process.


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12) Remove barriers that hinder the hourlyworker.

Allow everyone to take pride in their work without being ratedor compared.

Treat workers the same, and don't make them compete withother workers for monetary or other rewards. Over time, thequality system will naturally raise the level of everyone's work toan equally high level.


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13) Institute a vigorous program ofeducation and training.

An organization needs good people who are improving witheducation. Management should be encouraging everyone to getadditional education and to engage in 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.


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14) Create a situation in top management thatwill push every day on the above points.

Improve your overall organization by having each person take a steptoward quality.

Analyze each small step, and understand how it fits into the largerpicture.

Use effective change management principles to introduce the newphilosophy and ideas in Deming's 14 points. Everyone can be a part of the team effort to improve the input and

output of the stages. Everyone on a team has a chance to contributeideas and plans. A team has an aim and goal toward meeting the needsof the customer.


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Deming’s Fourteen Points for Management BRJ

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