DR Edwards Deming, the 14 key principles for a quality management

Today we want to talk about DR Edwards Deming who offered 14 key principles for managementto follow for significantly improving the effectiveness of a business or organization.

Many of theprinciples are philosophical, others are more programmatic but all are transformative in nature. Dr.Edwards Deming taught that by adopting appropriate principles of management, organizationscan increase quality and simultaneously reduce costs (by reducing waste, rework, staff attritionand litigation while increasing customer loyalty). The key is to practice continual improvement andthink of manufacturing as a system, not as bits and pieces.

We can use Iristrace as the tool that helps us to check those 14 key principles for management tocontinue improving our effectiveness of a business organization. Creating a checklist with Iristracefor each one of these 14 key principles you will be able to control the process and implement the14 key principles for management. Below is the condensation of the 14 Points for Management.

1. Create constancy of purpose toward improvement of product and service, with the aim tobecome competitive and to stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western management mustawaken to the challenge, must learn their responsibilities, and take on leadership forchange.

3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on amass 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 totalcost. Move toward a single supplier for any one item, on a long-term relationship ofloyalty and trust.

5. Improve constantly and forever the system of production and service, to improve qualityand productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to helppeople and machines and gadgets to do a better job. Supervision of management is inneed 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).

9. Break down barriers between departments. People in research, design, sales, andproduction must work as a team, to foresee problems of production and in use that maybe encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects andnew levels of productivity. Such exhortations only create adversarial relationships, as thebulk of the causes of low quality and low productivity belong to the system and thus liebeyond the power of the work force.

11. 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.

12. Remove barriers that rob people in management and in engineering of their right to prideof workmanship. This means, inter alia, abolishment of the annual or merit rating and ofmanagement by objective (see Ch. 3).

13. Institute a vigorous program of education and self-improvement.

14.Put everybody in the company to work to accomplish the transformation. Thetransformation is everybody’s job.

In next posts we will talk you about the Seven Deadly Diseases and the quality circles and howimplement these knowledges to solve problems detected and improve the job environment.

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