Deming’s 14 points

Reminded from browsing over at http://www.3sigma.com/demings-14-points/ that at the end of the day, everything leads back to Deming (and Ohno). DevOps, Lean, you name it and Deming touched it and made it shiny.

 

Here it is, something that’s always worth a reread:

 

Deming’s 14 Points

 

1.  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.


2. Adopt a 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.

 

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. Instead, minimize total cost. Move toward a single supplier for any one item, based 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 (see point 12). The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.

 

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 in use that may be encountered with the product or services.

 

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity.

 

11a. Eliminate work standards (quotas) on the factory floor; substitute leadership.

 

11b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

 

12a. Remove barriers that rob the hourly worker of his right to pride in workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.

 

12b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective, management by the numbers.

 

13.  Institute a vigorous program of education and self-improvement.

 

14.  Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.

These postings are my own and do not necessarily represent BMC's position, strategies, or opinion.

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