According to Deming’s 14 points:

  1. 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.

  2. 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.

  3. 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.

  4. 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.

  5. 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.

  1. 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.

  2. 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.

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