14 Points for TQM

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14 Points for TQM

• W. Edwards Deming

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Point 1

• Create constancy of purpose toward improvement of
  the product and service so as to become
  competitive, stay in business and provide jobs.
• Running the business day-to-day basis while
  looking after the future of the business requires
  constancy of purpose and dedication to
  improvement.
• Top management must spend time to innovate, put
  resources into research and education, constantly
  improve the design of the product and service,
  and put resources into maintenance of equipment,
  furniture and fixtures.
• In this point Deming condemns short term
  thinking.

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Point 2

• Adopt the new philosophy. We are in a new
  economic age. We no longer need live with
  commonly accepted levels of delay, mistake,
  defective material and defective workmanship.
• The levels of error that could be tolerated
  yesterday cannot be tolerated today.
• Only management is in the position to do
  something about the vast majority of errors.
• It is management's task to remove the obstacles
  that prevent the worker from doing the job
  correctly.

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Point 3

• Cease dependence on mass inspection require,
  instead, statistical evidence that quality is
  built in.
• Mass inspection is an attempt to control the
  product rather than the process.
• Mass inspection is frequently subject to high
  levels of inaccuracy.
• Usually, it is too late, ineffective and costly.

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Point 4

• Improve the quality of incoming materials. End
  the practice of awarding business on the basis of
  a price alone. Instead, depend on meaningful
  measures of quality, along with price.
• Many of the problems of poor quality and low
  productivity are due to the poor quality of
  incoming materials and the low quality of tools
  and equipment.

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Point 5

• Find the problems constantly improve the system
  of production and service.
• There should be
• continual reduction of waste and
• continual improvement of quality in every
  activity
• so as to yield a continual rise in productivity
  and a decrease in costs.

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Point 6

• Institute modern methods of training and
  education for all.
• Use modern methods of on-the-job training.
• Include the use of statistical analysis control
  charts to determine whether a worker has been
  properly trained and is able to perform the job
  correctly.

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Point 7

• Point 7 Institute modern methods of supervision.
  
• The emphasis of supervisors and team leaders must
  be to help people to do a better job.
• Improvement of quality will automatically improve
  productivity.
• Management must prepare to take immediate action
  on response from supervisors and team leaders
  concerning problems such as inherited defects,
  lack of maintenance of machines, poor tools or
  fuzzy operational definitions.
• It the supervisor's and team leaders job to
  coach the people that are being supervised.

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Point 8

• Drive out fear in the workplace
• Encourage effective two-way communication and
  other mechanisms that will enable 'everybody to
  be part of change, and to belong to it'.
• Fear can often be found at all levels in an
  organization
• Fear that it may be necessary to learn a better
  way of working
• Fear that positions might be eliminated
• Fear of the effects of change on their jobs.

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Point 9

• Break down barriers between departments and staff
  areas.
• People in different areas such as research,
  design, sales, administration and production must
  work in teams to tackle problems that may be
  encountered with products or service'.
• Barriers result in sub optimization as each area
  tries to do what is best for itself rather than
  co-operating in order to achieve what is good for
  the organization as a whole.
• Deming points out that one clear symptom of sub
  optimization is paperwork.
• Studies that show that 14 per cent of freight
  charges are spent on paperwork.

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Point 10

• 'Eliminate the use of slogans, posters and
  exhortations for the work force, demanding zero
  defects and new levels of productivity without
  providing methods. Such exhortations only create
  adversarial relationships 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'.
• Deming was not totally against posters, only
  those that did not support the workers.
• Those that explain to everyone on the job what
  the management is doing month by month to in
  order to improve the system by working smarter,
  would boost morale.
• Posters can be used for positive feedback.

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Point 11

• Eliminate work standards that prescribe numerical
  quotas for the work force and numerical goals for
  people in management.
• Substitute aids and helpful leadership
• Use statistical methods for continual improvement
  of quality and productivity'.

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Point 12

• Remove the barriers that rob people of their
  right to pride of workmanship.
• This implies, abolition of the annual merit
  rating (appraisal of performance) and of
  management by objective.
• Again, the responsibility of managers,
  supervisors, foremen must be changed from sheer
  numbers to quality.
• Deming claims that the system of reward used in
  many organizations is one of the main constraints
  that prevent them from developing a 'win-win'
  culture.

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Point 13

• Institute a vigorous program of education, and
  encourage self-improvement for everyone.
• What an organization needs is not just good
  people it needs people that are improving with
  education.
• Advances in competitive position will have their
  roots in knowledge.

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Point 14

• Top management's permanent commitment to
  ever-improving quality and productivity must be
  clearly defined and a structure must be created
  that will continuously take action to follow the
  preceding 13 points.
• Deming stresses that the emphasis must be on
  action by top management, not just support.

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Demings 14 Points

• Create constancy of purpose toward improvement of
  product and service, with the aim to become
  competitive and to stay in business, and to
  provide jobs.
• Adopt the new philosophy. We are in a new
  economic age. Western management must awaken to
  the challenge, must learn their responsibilities,
  and take on leadership for change.
• 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.
• End the practice of awarding business on the
  basis of price tag. Instead, minimize total cost.
  Move towards a single supplier for any one item,
  on a long-term relationship of loyalty and trust.
  
• Improve constantly and forever the system of
  production and service, to improve quality and
  productivity, and thus constantly decrease costs.
  
• Institute training on the job.
• Institute leadership. The aim of supervision
  should be to help people and machines and gadgets
  to do a better job. Supervision of management is
  in need of an overhaul, as well as supervision of
  production workers.

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Demings 14 Points

• Drive out fear, so that everyone may work
  effectively for the company.
• 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.
• Eliminate slogans, exhortations, and targets for
  the workforce 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.
• a. Eliminate work standards (quotas) on the
  factory floor. Substitute leadership.b.
  Eliminate management by objective. Eliminate
  management by numbers, numerical goals.
  Substitute leadership.
• a. Remove barriers that rob the hourly paid
  worker of his right to pride in workmanship. The
  responsibility of supervisors must be changed
  from sheer numbers to quality.b. Remove barriers
  that rob people in management and engineering of
  their right to pride in workmanship. This means
  abolishment of the annual or merit rating and
  management by objective.
• Institute a vigorous program of education and
  self-improvement.
• Put everybody in the company to work to
  accomplish the transformation. The transformation
  is everybody's job.