DEMING’S 14 PRINCIPLES
Point
1: Create a Vision and Demonstrate Commitment
o An organisation must define its values, mission, and
vision of the future to provide long-term direction for its management and
employees.
Point
2: Learn the New Philosophy
o Companies must take a customer-driven approach based
on mutual cooperation between labour and management and a never-ending cycle of
improvement.
Point
3: Understand Inspection
o Inspection should be used as an
information-gathering tool for improvement, not as a means of “assuring”
quality or blaming workers.
Point
4: Stop Making Decisions Purely on the Basis of Cost
o Deming urged businesses to establish long-term
relationships with fewer suppliers, leading to loyalty and opportunities for
mutual improvement.
Point
5: Improve Constantly and Forever
o Improvements in operations are achieved by reducing
the causes and impacts of variation, and engaging all employees to innovate and
seek ways of doing their jobs more efficiently and effectively.
Point
6: Institute Training
o Training
-
results in improvements in quality and productivity
-
adds to worker morale
-
demonstrates to workers that the company is dedicated to helping them and
investing in the future
Point
7: Institute Leadership
o The job of management is leadership, not
supervision.
Supervision
– simply overseeing and directing work
Leadership
– providing guidance to help employees do their hobs with less effort.
Point
8: Drive Out Fear
o Fear is manifested in many ways: fear of reprisal,
fear of failure, fear of the unknown, fear of relinquishing control, and fear
of change.
Point
9: Optimise the Efforts of Teams
o Teamwork helps to break down barriers between
departments and individuals.
Point
10: Eliminate Exhortations
o Motivational approaches overlook the major source of
many problems – the system
Point
11: Enumerate Numerical Quotas and Management by Objective (MBO)
o Management must understand the system and
continually try to improve it, rather than focus on short-term goals.
Point
12: Remove Barriers to Pride in Workmanship
o Deming believed that one of the biggest barriers to
pride in workmanship is performance appraisal
o Three categories of performance:
Majority
of performances that are within the system
Performances
outside the system on the superior side
Performances
outside the system on the inferior side
Point
13: Encourage Education and Self-Improvement
o Organisations must invest in their people at all
levels to ensure success in the long term
Point
14: Take Action
o Any culture change begins with top management and
includes everyone
o Team-based approach
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