Fourteen Points of Management by Deming
W.Edwards Deming, an American statistician was known for the invention of Total Quality Management (TQM) and Japan was known as a manufacturing nation because of him. Just after the War, Deming went to Japan to set up the Japan’s population census. He taught the Japanese engineers how to manufacture high quality goods without using expensive machinery. Due to his contribution to Japan’s industry, Deming was awarded by the Japanese Emperor in 1960.
Deming returned to U.S. and wrote a book named ‘Out of the Crisis’ in 1982.
He gave 14 points which could save the U.S. manufacturing industry from the Japanese industry from being doomed industrially.
Although the term Total Quality Management was not used by Deming in his book, but the book contained some central ideas of TQM.
Although the 14 points seemed to be confused with radical ideas initially, but they reflect Deming’s thoughts of Variation indeed:
Deming’s 14 points of Management were:
- There should be a constancy of purpose towards improvement. The short term reactions should be replaced with the long term planning.
- New philosophies should be adopted. The Management should adopt its own policy and should not rely upon the workforce for the same.
- The dependency should be ceased on inspection. In case of reduction in variation, the inspection of the manufactured items for the defects is useless.
- There should only be a single supplier for a particular item. Multiple suppliers is similar to the variation between the feed stocks.
There should be a scope of improvement constantly and forever which reduces variation. The training should be provided at the workplace because if the workers are inadequately trained, they will work differently thereby introducing variation.
- Even Leadership must be taught at the job. Deming takes Leadership and Supervision as different aspects. The Supervision is target based.
- There should be no place for fear to persist. Deming says fear proves to be counter-productive in the long term and prevents the workers from participating in the company’s best interests.
- There should be no barriers between the different departments in the organization. There should be a concept of internal customer where each department serves the other department that uses its outputs.
- There should be no place for slogans. TQM says that the people are not responsible for the mistakes, instead the processes within are responsible for it. Exploitation of the workforce and not the processes is counter-productive.
- There should be no objectives for the management. The production targets encourage the delivery of poor quality goods.
- There should be no pride of workmanship.
- Self-employment and education must be taught.
- Transformation is necessary.
Written by: Matt
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Tagged as american statistician, constancy, feed stocks, invention, japanese emperor, japanese engineers, japanese industry, leadership and supervision, manufacturing industry, philosophies, population census, quality goods, quality management, radical ideas, scope, target, total quality management tqm, variation, w edwards, workforce + Categorized as Economy articles, Ladership & Management