Best Regards,
Lakshminarasimhan.L
William Edwards Deming (October 14, 1900 - December 20, 1993) was an
American statistician, professor, author, lecturer, and consultant.
Deming is widely credited with improving production in the United States
during World War II, although he is perhaps best known for his work in
Japan.
Deming's 14 points
Deming offered fourteen key principles for management for transforming
business effectiveness. The points were first presented in his book Out
of the Crisis (p. 23-24)
1. Create constancy of purpose toward improvement of product and
service, with the aim to become competitive and stay in business, and to
provide jobs.
2. 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.
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 towards a single supplier for any one
item, 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 cost.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8 of "Out of the
Crisis"). 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
overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the
company. (See Ch. 3 of "Out of the Crisis")
9. 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.
10. Eliminate slogans, exhortations, and targets for the work force
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.
11. a. Eliminate work standards (quotas) on the factory floor.
Substitute leadership.
b. Eliminate management by objective. Eliminate management by
numbers, numerical goals. Substitute workmanship.
12. a. Remove barriers that rob the hourly worker of his right to
pride of workmanship. The responsibility of supervisors must be changed
from sheer numbers to quality.
b. 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 (See CH. 3 of "Out of the Crisis").
13. Institute a vigorous program of education and self-improvement.
14. Put everyone in the company to work to accomplish the
transformation. The transformation is everyone's work.
Seven Deadly Diseases
The Seven Deadly Diseases (also known as the "Seven Wastes"):
1. Lack of constancy of purpose.
2. Emphasis on short-term profits.
3. Evaluation by performance, merit rating, or annual review of
performance.
4. Mobility of management.
5. Running a company on visible figures alone.
6. Excessive medical costs.
7. Excessive costs of warranty, fueled by lawyers who work for
contingency fees.
A Lesser Category of Obstacles:
1. Neglecting long-range planning.
2. Relying on technology to solve problems.
3. Seeking examples to follow rather than developing solutions.
4. Excuses, such as "Our problems are different."
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