Deming's 14 Key Points
by Karen Roberts
Posted on 08 Apr 2021
W. Edwards Deming, a visionary statistician, professor, author, lecturer, and consultant, left an indelible mark on the world of quality management. His principles, famously encapsulated in Deming's 14 Points, have had a profound and lasting impact on organizations across the globe. The importance of Deming in quality can hardly be overstated.
Deming's philosophy revolves around the notion that quality isn't merely an outcome; it's a way of doing business. His insights emphasize that superior quality leads to enhanced customer satisfaction, reduced costs, and increased competitiveness. Here's why Deming's contributions are of paramount importance in the realm of quality:
- Focus on Continuous Improvement: Deming championed the concept of continuous improvement as a fundamental principle of quality management. He argued that organizations should continually seek ways to enhance processes, products, and services. This unceasing pursuit of excellence is at the heart of achieving and maintaining high-quality standards.
- Customer-Centric Approach: Deming stressed the importance of understanding and meeting customer needs and expectations. He believed that customer satisfaction should be a central goal for any business. By aligning processes and products with customer requirements, companies can build trust and loyalty.
- Elimination of Variability: Deming's statistical methods emphasized the reduction of process variability. By systematically identifying and addressing sources of variation, organizations can produce more consistent, reliable results, thereby increasing quality and reducing defects.
- System Thinking: Deming promoted a systems thinking approach, where organizations view their operations holistically. This approach involves considering the interdependencies of different parts of the organization and how they collectively impact quality.
- Employee Involvement: Deming advocated for involving employees at all levels in the quality improvement process. He believed that empowered and motivated employees are essential for driving quality enhancements. This perspective fosters a culture of ownership and responsibility.
- Data-Driven Decision Making: Deming's emphasis on the use of data and statistical analysis to make informed decisions has become a cornerstone of quality management. Data allows organizations to measure performance, identify areas for improvement, and track progress.
- Long-Term Perspective: Deming encouraged organizations to focus on long-term goals rather than short-term gains. By avoiding quick fixes and concentrating on sustainable improvements, companies can build enduring success.
- Global Impact: Deming's teachings extended beyond national borders. His work influenced quality management practices worldwide, playing a pivotal role in the quality revolution in Japan and subsequently in many other countries.
To sum up Deming's philosophies on quality he created 14 different points.
Deming's 14 Points
1. Create constancy of purpose toward improvement of the product and service with the aim to become competitive, stay in business, and provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and must take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need forinspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize the total cost. Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service to improve quality and productivity; thus, constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of leadership should be to help people and machines and gadgets do a better job. Leadership in management is in need of an overhaul, as well as leadership of production workers.
8. Drive out fear, so everyone will work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and production must work as a team to foresee problems of production and usage that may be encountered with the product and service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity.
11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
11. b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12. a. Remove barriers that rob the hourly worker of the right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
12. b. Remove barriers that rob people in management and engineering of their right to pride of workmanship. This means, "inter alia," abolishment of the annual or merit rating, management by objective, or management by numbers.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation.
In summary, the importance of Deming in quality is not limited to theory; it's a practical and proven approach to achieving excellence. His principles continue to guide organizations in their pursuit of higher quality, customer satisfaction, and sustained competitiveness. The legacy of Deming is a testament to the enduring value of his contributions to the world of quality management. The transformation is everybody's job.
Source: Out of the Crisis by W. Edwards Deming.