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Deming's approach
is summed
up in his famous 14 Points.
Point 1:
Create constancy of purpose toward improvement of the product
and service so as to
become competitive, stay in business and provide jobs.
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.
Point 3:
Cease dependence on mass inspection; require, instead,
statistical evidence that quality is built in.
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.
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.
Implementing Kaizen: 7 Conditions
Point 6:
Institute modern methods of training and education for all.
Modern methods of on-the-job training use control charts to
determine whether a worker has been properly trained and is able
to perform the job correctly. Statistical methods must be used
to discover when training is complete.
Point 7:
Institute modern methods of supervision. The emphasis of
production supervisors 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 concerning
problems such as inherited defects, lack of maintenance of
machines, poor tools or fuzzy operational definitions.
Point 8:
Fear is a barrier to
improvement
so drive out fear by encouraging 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 of change, fear of the fact that it may be necessary to
learn a better way of working and fear that their positions
might be usurped frequently affect middle and
higher management, whilst on the shop-floor, workers can
also fear the effects of change on their jobs.
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.
Point 10:
Eliminate the use of slogans, posters and exhortations for the
workforce, demanding zero defects and
new levels of productivity
without
providing methods. Such exhortations only create
adversarial relationships.
Point 11:
Eliminate work standards that prescribe numerical quotas for
the workforce and numerical goals for people in
management.
Substitute aids and helpful
leadership.
Point 12:
Remove the barriers that rob hourly workers, and people in
management, of their right to pride of workmanship. This
implies, abolition of the annual merit rating (appraisal of
performance) and of
management by objectives.
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.
Point 14:
Top management's permanent commitment
to
ever-improving quality
and
productivity must be clearly defined and a management
structure created that will continuously take action to follow
the preceding 13 points.
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