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Comparison of Deming's Points to Traditional Western
Management
Deming's Fourteen Points Western Thought 1. Create constancy of purpose for improvement of product and service.
1. Produce as many products as possible at the quality level which will sell. Caveat Emptor
2. Adopt the new philosophy. 2. People will accept what is put before them. The British say "throw it out and see if the dogs will eat it."
3. Cease dependence on mass inspection.
3. Inspect quality in (‘in’ what?)- cull out the rejects and rework them. Install significant field warranty work stations.
4. End the practice of awarding business on the price tag alone.
4. Always bid and award on low price. Keep the vendors guessing and scared.
5. Improve constantly and forever the system of production and service.
5. Find an acceptable level and maintain it. If it is not broken – don't fix it.
6. Institute training. 6. Use typical OJT. Allow the last hired to train the new employee. Do not stop production for training.
7. Institute leadership. 7. Use positional authority. Lead by "doing what I say and not what I do."
8. Drive out fear. 8. Use fear to create an attitude of
anxiety. People will work harder if they know they might be punished for failure to perform.
9. Break down barriers between staff areas.
9. Institute bureaucracy and instil an organizational wall between departments. Build as much of an empire as possible. It will improve your chances of being promoted. Make sure no other department can do your job.
10. Eliminate slogans, exhortations and targets for the work force.
10. Place slogans about quality, safety and increased productivity around the workplace. The employees will get the message that we mean business.
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11. Eliminate numerical quotas. 11. Drive all employees with quotas. Impose regional and area quotas on salespeople. MBO means to take last years results and add a fixed percentage.
12. Remove barriers to pride of workmanship.
12. Isolate the job functions so no one person or group of people can impact the product. Take functional specialization to the point of needing a group of specialists to each task.
13. Institute a vigorous program of education and retraining.
13. Train an employee once and then forget it. Literacy is not necessary. They can follow verbal instructions.
14. Take action to accomplish the transformation.
14. Leave well enough alone.
For Article on Quality visit my blog http://iso-qms.blogspot.com/
1. Barriers and Challenges to Success in Quality Management
LINK TO PREVIOUS ARTICLES
2. Good Requirements Specification - How to obtain it? 3. 4.
Achieving Quality: Managing Error Comparison of Deming's Points to Traditional Western Management
5. 6.
DMAIC: A five-step program Six Sigma style
7. Top Quality Gurus Importance of Documenting a Quality Management System
8. 9.
Understanding Correction, Corrective Action and Preventive Action
10. Why Quality Is Still an Exclusive Concept and What Is the Remedy?
11. 3 Ms. | 5 Why’s. | 5 Ss. | 6 Ms. | 7 Wastes. | 8D.
12. Elements of resistance to Quality Management
13. 15 Inspirational Steve Jobs Quotes
14. Misconceptions about the ISO 9000 family
15.
Philip B. Crosby: Four Absolutes of Quality Management and 14-Step Quality Improvement Plan
16. Benefits of Implementing a QMS
17. IS TQM A TOTAL SOLUTION?
18. ISO List
19. Twelve Obstacles to Implementing Quality
20. Quality Control Tools PDCA Cycle
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21. 22.
Quality management system - Summary of requirements
23. Difference between Quality Assurance and Quality Control
24. What is ISO 9000?
25. Quality Glossary – A to Z
26. The Quality Control Audit - By Kaoru Ishikwa
27. The eight principles of quality management
28. Executive Summary of the 14 Toyota Way Principles Toyota Production System
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