Dr W. Edward Deming's 14 Principles
1. =
Constancy
of purpose: Create constancy of purpose for continual improvement of produc=
ts
and service to society, allocating resources to provide for long range needs
rather than only short term profitability, with a plan to become competitiv=
e,
to stay in business, and to provide jobs.
2. =
The
new philosophy: Adopt the new philosophy. We are in a new economic age, cre=
ated
in
3. =
Cease
dependence on mass inspection: Eliminate the need for mass inspection as the
way of life to achieve quality by building quality into the product in the
first place. Require statistical evidence of built in quality in both
manufacturing and purchasing functions.
4. =
End
lowest tender contracts: End the practice of awarding business solely on the
basis of price tag. Instead require meaningful measures of quality along wi=
th
price. Reduce the number of suppliers for the same item by eliminating those
that do not qualify with statistical and other evidence of quality. The aim=
is
to minimize total cost, not merely initial cost, by minimizing variation. T=
his
may be achieved by moving toward a single supplier for any one item, on a l=
ong
term relationship of loyalty and trust. Purchasing managers have a new job,=
and
must learn it.
5. =
Improve
every process: Improve constantly and forever every process for planning,
production, and service. Search continually for problems in order to improve
every activity in the company, to improve quality and productivity, and thu=
s to
constantly decrease costs. Institute innovation and constant improvement of
product, service, and process. It is management's job to work continually on
the system (design, incoming materials, maintenance, improvement of machine=
s,
supervision, training, retraining).
6. =
Institute
training on the job: Institute modern methods of training on the job for al=
l,
including management, to make better use of every employee. New skills are
required to keep up with changes in materials, methods, product and service
design, machinery, techniques, and service.
7. =
Institute
leadership: Adopt and institute leadership aimed at helping people do a bet=
ter
job. The responsibility of managers and supervisors must be changed from sh=
eer
numbers to quality. Improvement of quality will automatically improve
productivity. Management must ensure that immediate action is taken on repo=
rts
of inherited defects, maintenance requirements, poor tools, fuzzy operation=
al
definitions, and all conditions detrimental to quality.
8. =
Drive
out fear: Encourage effective two way communication and other means to drive
out fear throughout the organization so that everybody may work effectively=
and
more productively for the company.
9. =
Break
down barriers: Break down barriers between departments and staff areas. Peo=
ple
in different areas, such as Leasing, Maintenance, Administration, must work=
in
teams to tackle problems that may be encountered with products or service. =
10. Elimi=
nate
exhortations: 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.
11. Elimi=
nate
arbitrary numerical targets: Eliminate work standards that prescribe quotas=
for
the work force and numerical goals for people in management. Substitute aids
and helpful leadership in order to achieve continual improvement of quality=
and
productivity.
12. Permit
pride of workmanship: Remove the barriers that rob hourly workers, and peop=
le
in management, of their right to pride of workmanship. This implies, among
other things, abolition of the annual merit rating (appraisal of performanc=
e)
and of Management by Objective. Again, the responsibility of managers,
supervisors, foremen must be changed from sheer numbers to quality.
13. Encou=
rage
education: Institute a vigorous program of education, and encourage self
improvement for everyone. What an organization needs is not just good peopl=
e;
it needs people that are improving with education. Advances in competitive
position will have their roots in knowledge.
14. Top
management commitment and action: Clearly define top management's permanent
commitment to ever improving quality and productivity, and their obligation=
to
implement all of these principles. Indeed, it is not enough that top manage=
ment
commit themselves for life to quality and productivity. They must know what=
it
is that they are committed to-that is, what they must do. Create a structur=
e in
top management that will push every day on the preceding 13 Points, and take
action in order to accomplish the transformation. Support is not enough: ac=
tion
is required!