According to Deming’s 14 points:
-
Create a constant purpose toward improvement.
-
Plan for quality in the long term.
-
Resist reacting with short-term solutions.
-
Don’t just do the same things better – find better things to do.
-
Predict and prepare for future challenges, and always have the goal of getting better.
-
-
Adopt the new philosophy.
-
Embrace quality throughout the organization.
-
Put your customers’ needs first, rather than react to competitive pressure – and design products and services to meet those needs.
-
Be prepared for a major change in the way business is done. It’s about leading, not simply managing.
-
Create your quality vision, and implement it.
-
-
Stop depending on inspections.
-
Inspections are costly and unreliable – and they don’t improve quality, they merely find a lack of quality.
-
Build quality into the process from start to finish.
-
Don’t just find what you did wrong – eliminate the “wrongs” altogether.
-
Use statistical control methods – not physical inspections alone – to prove that the process is working.
-
-
Use a single supplier for any one item.
-
Quality relies on consistency – the less variation you have in the input, the less variation you’ll have in the output.
-
Look at suppliers as your partners in quality. Encourage them to spend time improving their own quality – they shouldn’t compete for your business based on price alone.
-
Analyze the total cost to you, not just the initial cost of the product.
-
Use quality statistics to ensure that suppliers meet your quality standards.
-
-
Improve constantly and forever.
-
Continuously improve your systems and processes. Deming promoted the Plan-Do-Check-Act approach to process analysis and improvement.
-
Emphasize training and education so everyone can do their jobs better.
-
Use kaizen as a model to reduce waste and to improve productivity, effectiveness, and safety.
-
-
Use training on the job.
-
Train for consistency to help reduce variation.
-
Build a foundation of common knowledge.
-
Allow workers to understand their roles in the “big picture.”
-
Encourage staff to learn from one another, and provide a culture and environment for effective teamwork.
-
-
Implement leadership.
-
Expect your supervisors and managers to understand their workers and the processes they use.
-
Don’t simply supervise – provide support and resources so that each staff member can do his or her best. Be a coach instead of a policeman.
-
Figure out what each person actually needs to do his or her best.
-
Emphasize the importance of participative management and transformational leadership.
-
Find ways to reach full potential, and don’t just focus on meeting targets and quotas.
-
"Looking for a Similar Assignment? Get Expert Help at an Amazing Discount!"
