14 Points for TQM - PowerPoint PPT Presentation

1 / 17
About This Presentation
Title:

14 Points for TQM

Description:

Create constancy of purpose toward improvement of the product and ... rather than co-operating in order to achieve what is good for the organization as a whole. ... – PowerPoint PPT presentation

Number of Views:82
Avg rating:3.0/5.0
Slides: 18
Provided by: emi94
Category:

less

Transcript and Presenter's Notes

Title: 14 Points for TQM


1
14 Points for TQM
  • W. Edwards Deming

2
Point 1
  • Create constancy of purpose toward improvement of
    the product and service so as to become
    competitive, stay in business and provide jobs.
  • Running the business day-to-day basis while
    looking after the future of the business requires
    constancy of purpose and dedication to
    improvement.
  • Top management must spend time to innovate, put
    resources into research and education, constantly
    improve the design of the product and service,
    and put resources into maintenance of equipment,
    furniture and fixtures.
  • In this point Deming condemns short term
    thinking.

3
Point 2
  • Adopt the new philosophy. We are in a new
    economic age. We no longer need live with
    commonly accepted levels of delay, mistake,
    defective material and defective workmanship.
  • The levels of error that could be tolerated
    yesterday cannot be tolerated today.
  • Only management is in the position to do
    something about the vast majority of errors.
  • It is management's task to remove the obstacles
    that prevent the worker from doing the job
    correctly.

4
Point 3
  • Cease dependence on mass inspection require,
    instead, statistical evidence that quality is
    built in.
  • Mass inspection is an attempt to control the
    product rather than the process.
  • Mass inspection is frequently subject to high
    levels of inaccuracy.
  • Usually, it is too late, ineffective and costly.

5
Point 4
  • Improve the quality of incoming materials. End
    the practice of awarding business on the basis of
    a price alone. Instead, depend on meaningful
    measures of quality, along with price.
  • Many of the problems of poor quality and low
    productivity are due to the poor quality of
    incoming materials and the low quality of tools
    and equipment.

6
Point 5
  • Find the problems constantly improve the system
    of production and service.
  • There should be
  • continual reduction of waste and
  • continual improvement of quality in every
    activity
  • so as to yield a continual rise in productivity
    and a decrease in costs.

7
Point 6
  • Institute modern methods of training and
    education for all.
  • Use modern methods of on-the-job training.
  • Include the use of statistical analysis control
    charts to determine whether a worker has been
    properly trained and is able to perform the job
    correctly.

8
Point 7
  • Point 7 Institute modern methods of supervision.
  • The emphasis of supervisors and team leaders must
    be to help people to do a better job.
  • Improvement of quality will automatically improve
    productivity.
  • Management must prepare to take immediate action
    on response from supervisors and team leaders
    concerning problems such as inherited defects,
    lack of maintenance of machines, poor tools or
    fuzzy operational definitions.
  • It the supervisor's and team leaders job to
    coach the people that are being supervised.

9
Point 8
  • Drive out fear in the workplace
  • Encourage effective two-way communication and
    other mechanisms that will enable 'everybody to
    be part of change, and to belong to it'.
  • Fear can often be found at all levels in an
    organization
  • Fear that it may be necessary to learn a better
    way of working
  • Fear that positions might be eliminated
  • Fear of the effects of change on their jobs.

10
Point 9
  • Break down barriers between departments and staff
    areas.
  • People in different areas such as research,
    design, sales, administration and production must
    work in teams to tackle problems that may be
    encountered with products or service'.
  • Barriers result in sub optimization as each area
    tries to do what is best for itself rather than
    co-operating in order to achieve what is good for
    the organization as a whole.
  • Deming points out that one clear symptom of sub
    optimization is paperwork.
  • Studies that show that 14 per cent of freight
    charges are spent on paperwork.

11
Point 10
  • 'Eliminate the use of slogans, posters and
    exhortations for the work force, demanding zero
    defects and new levels of productivity without
    providing methods. Such exhortations only create
    adversarial relationships 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'.
  • Deming was not totally against posters, only
    those that did not support the workers.
  • Those that explain to everyone on the job what
    the management is doing month by month to in
    order to improve the system by working smarter,
    would boost morale.
  • Posters can be used for positive feedback.

12
Point 11
  • Eliminate work standards that prescribe numerical
    quotas for the work force and numerical goals for
    people in management.
  • Substitute aids and helpful leadership
  • Use statistical methods for continual improvement
    of quality and productivity'.

13
Point 12
  • Remove the barriers that rob people of their
    right to pride of workmanship.
  • This implies, abolition of the annual merit
    rating (appraisal of performance) and of
    management by objective.
  • Again, the responsibility of managers,
    supervisors, foremen must be changed from sheer
    numbers to quality.
  • Deming claims that the system of reward used in
    many organizations is one of the main constraints
    that prevent them from developing a 'win-win'
    culture.

14
Point 13
  • Institute a vigorous program of education, and
    encourage self-improvement for everyone.
  • What an organization needs is not just good
    people it needs people that are improving with
    education.
  • Advances in competitive position will have their
    roots in knowledge.

15
Point 14
  • Top management's permanent commitment to
    ever-improving quality and productivity must be
    clearly defined and a structure must be created
    that will continuously take action to follow the
    preceding 13 points.
  • Deming stresses that the emphasis must be on
    action by top management, not just support.

16
Demings 14 Points
  • Create constancy of purpose toward improvement of
    product and service, with the aim to become
    competitive and to stay in business, and to
    provide jobs.
  • 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.
  • 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.
  • 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.
  • Improve constantly and forever the system of
    production and service, to improve quality and
    productivity, and thus constantly decrease costs.
  • Institute training on the job.
  • Institute leadership. 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 an overhaul, as well as supervision of
    production workers.

17
Demings 14 Points
  • Drive out fear, so that everyone may work
    effectively for the company.
  • 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.
  • Eliminate slogans, exhortations, and targets for
    the workforce 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.
  • a. Eliminate work standards (quotas) on the
    factory floor. Substitute leadership.b.
    Eliminate management by objective. Eliminate
    management by numbers, numerical goals.
    Substitute leadership.
  • a. Remove barriers that rob the hourly paid
    worker of his right to pride in workmanship. The
    responsibility of supervisors must be changed
    from sheer numbers to quality.b. Remove barriers
    that rob people in management and engineering of
    their right to pride in workmanship. This means
    abolishment of the annual or merit rating and
    management by objective.
  • Institute a vigorous program of education and
    self-improvement.
  • Put everybody in the company to work to
    accomplish the transformation. The transformation
    is everybody's job.
Write a Comment
User Comments (0)
About PowerShow.com