The management strategies are summarized from the Autobiography of Benjamin Franklin.
Deming's Fourteen
Points for Management:
Dr. W.
Edwards Deming modestly describes himself as a 'consultant in statistical
studies'. Others have called him “the father of the third wave of the
Industrial Revolution”. His philosophy
combines widespread use of statistical ideas and methods throughout
organisations with an approach to management. Deming has produced a list of 14
Points for Management.
1 . Constancy of purpose
Create a constancy of purpose for improvement of product and
services-The essence of constancy of purpose is customer orientation.
2. Adopt the new philosophy
The management must
awaken to the challenge, must learn their responsibilities, and take on leadership
for change. The attention to TQM principles has created a new economic age: the
age of continuous improvement and systems thinking. Improvement of process leads
to greater uniformity of product, reduces mistakes and rework, reduces waste of
manpower, machine time, materials and increases output with lowered cost.
3 .Cease dependence on mass inspection
Eliminate the need
for inspection on a mass basis by building quality into the product in the
first place. Old way of doing business is to manage outcomes by detecting defects.
4. End 'lowest tender' contracts
End the practice of awarding business on price tag alone - Instead,
minimise total cost. Move toward a single supplier for any one item on a
long-term relationship of loyalty and trust.
5. Continually seek out problems
Search continually
for problems in order to improve every activity in the company, to improve
quality and productivity and thus to constantly decrease costs. It is
management's job to work continually on the system (design, incoming materials,
maintenance, improvements of machines, training, supervision, retraining) The
Deming Cycle is the key to continuous
improvement: PLAN, DO, CHECK and ACT.
6. Institute training on the job
Institute modern
methods of training on the job - New skills are required to keep up with
changes in materials, methods, product design, machinery, techniques and
service. Note that training is for skills, unlike education, which is for knowledge.
7. Institute supervision
Institute modern
methods of supervision and leadership - The aim of leadership should be to help
people, machines and gadgets to do a better job. Improvement of quality will
automatically improve productivity.
8. Drive out fear
Drive out fear, so that everyone may work effectively for the
company. Encourage effective two-way communication and other means to drive out
fear throughout the organisation so that everybody may work effectively and
more productively for the company. Fear is a barrier to improvement.
9. Break down barriers
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.
10. Eliminate exhortations
Eliminate numerical goals for the work force - Eliminate
slogans, exhortations and targets for the work force that ask for zero defects and
new levels of productivity.
11. Eliminate targets
Eliminate work standards that prescribe numerical quotas for
the workforce and numerical goals for people in management. Use statistical
methods for continual improvement of quality and productivity.
12. Permit pride of workmanship
Remove barriers to
pride of workmanship - The responsibility of supervisors must be changed from
stressing sheer numbers to quality. Remove barriers that rob people (including
those in management and engineering) of their right to pride of workmanship.
13. Institute education
Institute a vigorous programme of education and training for
everyone - Institute a vigorous programme 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.
14. Top management's commitment
Create a structure in top management that will push every day
on the above 13 points - Put everyone in the organisation to work to accomplish
the transformation. The transformation is everybody’s job. Clearly define top
management's permanent commitment to ever-improving quality and productivity,
and their obligations to implement all of these principles.
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