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DEMING’S 14 POINTS ON

TOTAL QUALITY
MANAGEMENT

25/09/2014
DR. W. Edwards Deming

was an American engineer, statistician, professor,


author, lecturer, and management consultant.
Educated as an electrical engineer and later
specializing in mathematical physics.

Deming was a professor of statistics at New York


University's graduate school of business
administration, and taught at Columbia University's
graduate school of business. He also was a
consultant for private business.
His most famous rule
14 Points on Total Quality Management

DR. W. Edwards Deming offered 14 key principles for


management to follow for significantly improving the
effectiveness of a business or organization. Many of
the principles are philosophical. Others are more
programmatic. All are transformative in nature. The
points were first presented in his very famous book
“Out of the Crisis”

Below is the condensation of the 14 Points for


Management as they appeared in the book :
Rule #1

Create constancy of purpose for improving products


and services :

 Plan for quality in the long term.


 Don't just do the same things better – find better things to do.
Rule #2

Adopt the new philosophy :

 Embrace quality throughout the organization


 Create your quality vision, and implement it.
Rule #3

Cease dependence on inspection to achieve quality :

 Inspections are costly and unreliable – and they don't improve


quality, they merely find a lack of quality.
Rule #4

End the practice of awarding business on price alone;


instead, minimize total cost by working with a single
supplier :

Look at suppliers as your partners in quality. Encourage them to spend time


improving their own quality – they shouldn't compete for your business
based on price alone.
Rule #5

Improve constantly and forever every process for


planning, production and service :

to improve quality and productivity, and thus constantly


decrease costs.
Rule #6

Institute training on the job :

 Build a foundation of common knowledge


 Allow workers to understand their roles in the "big picture"
Rule #7

Adopt and institute leadership :

Don't simply supervise – provide support and resources so that


each staff member can do his or her best. Be a coach instead
of a policeman.
Rule #8

Drive out fear :

Allow people to perform at their best by ensuring that they're


not afraid to express ideas or concerns.
 Make workers feel valued, and encourage them to look for
better ways to do things.
Rule #9

Break down barriers between staff areas :

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.
Rule #10

Eliminate slogans, exhortations and targets for the


workforce :

 Let people know exactly what you want – don't make them
guess.
 Don't let words and nice-sounding phrases replace effective
leadership.
Rule #11

Eliminate numerical quotas for the workforce and


numerical goals for management :

Look at how the process is carried out, not just numerical


targets.
 Measure the process rather than the people behind the process.
Rule #12

Remove barriers that rob people of pride of


workmanship, and eliminate the annual rating or
merit system :

This means, inter alia, abolishment of the annual or merit rating


and of management by objective.
Rule #13

Institute a vigorous program of education and self-


improvement for everyone :

Improve the current skills of workers.


 Encourage people to learn new skills to prepare for future
changes and challenges.
Rule #14

Put everybody in the company to work accomplishing


the transformation :

 The transformation is everybody's job.


 Improve your overall organization by having each person take
a step toward quality.
Thank you