14 Deming Principles: Part ThreeE L A B O R A T I N G O N T H E

B Y : R I C K H E V I E R

MANAGEMENT

CONSULTING

W. Edwards Deming createdthe 14 Deming Principles todescribe a way to managecompanies. Here’s anelaboration on principles sixthrough eight.

D E M I N G

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#6

Deming.org states principle number six is, “6.Institute training on the job.”

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Training is ongoing throughout the entirety of someone’s job. It neverends. Educating your staff should never end. Constant improvement isthe way to go. No one should ever feel like they are in a routine thatnever grows or expands. What is exciting about this is that there newways to improve and do things better. This leads people to never feelingbored in their positions.

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#7Deming.org states that

principle number seven is, “7.Institute leadership. The aim of

supervision should be to helppeople and machines and

gadgets to do a better job.Supervision of management is

in need of overhaul, as well assupervision of production

workers.”

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Leadership is essential. Alexander the Great, who wasprobably a little over five feet tall, had men around him whowere six feet tall or greater; they all shuddered at hispresence, however. Alexander the Great had such charismaand such extensive leadership skills that his presence wasintimidating. Leadership skills are hard to teach, however.Without it, you can’t get workers to do their jobs for you.

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#8Deming.org states that principle number eight is,“8. Drive out fear, so that everyone may work

effectively for the company.”

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H o w m a n y t i m e s h a v e y o u h e a r dm a n a g e r s c a l l i n g i n e m p l o y e e sa n d s a y i n g , “ I f y o u d o X , Y , o rZ a g a i n , y o u ’ r e f i r e d . ” Aw o r k e r c a n n o t f u n c t i o n w i t hh a v i n g h i s j o b h e l d o v e r h i sh e a d . M a n a g e m e n t c a n n o tm a n a g e t h e i r s t a f f b y f e a r i ft h e y w a n t s u c c e s s f r o m t h e i rt e a m m e m b e r s . T o o m a n y p e o p l et h i n k w h e n t h e y g e t p r o m o t e d ,t h e y h a v e t o b e a N a p o l e o n i cf i g u r e . Y o u c a n m a n a g e b yf e a r , b u t y o u c a n ’ t g a i n s u c c e s st h a t w a y . G i v e t h e e m p l o y e el o n g e r t h a n u s u a l . G i v ec o u n s e l i n g . E n c o u r a g e h i m / h e r .I f i t d o e s n ’ t w o r k o u t , t h e nt h e y n e e d t o l e a v e , b u t t h a t ’ sh o w y o u m a n a g e . M a n g e w i t hk i n d n e s s , c o m p a s s i o n , a n d as e n s e o f o w n e r s h i p i n t h es i t u a t i o n . M a k e s u r e t o l e a dt h a t p e r s o n g e n t l y t o t h e r i g h td e c i s i o n s n o t w i t h f e a r .

C H E C K B A C K I N AM O N T H F O R

“ E L A B O R A T I N G O NT H E 1 4 D E M I N G

P R I N C I P L E S :P A R T F O U R ! "

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THANK YOU R i c k H e v i e r . c o m