Dr W.

Edward Deming's 14 Principles - in full

1. Constancy of purpose: Create constancy of purpose for continual improvement of

products and service to society, allocating resources to provide for long range
needs rather than only short term profitability, with a plan to become competitive,
to stay in business, and to provide jobs.
2. The new philosophy: Adopt the new philosophy. We are in a new economic age,
created in Japan. We can no longer live with commonly accepted levels of delays,
mistakes, defective materials and defective workmanship. Transformation of
Western management style is necessary to halt the continued decline of business
and industry.
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 with
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. This may be
achieved by moving toward a single supplier for any one item, on a long 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
thus 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 machines,
supervision, training, retraining).
6. Institute training on the job: Institute modern methods of training on the job for
all, 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
better job. The responsibility of managers and supervisors must be changed from
sheer numbers to quality. Improvement of quality will automatically improve
productivity. Management must ensure that immediate action is taken on reports
of inherited defects, maintenance requirements, poor tools, fuzzy operational
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.
People in different areas, such as Leasing, Maintenance, Administration, must
work in teams to tackle problems that may be encountered with products or
service.
10. Eliminate 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. Eliminate 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
people in management, of their right to pride of workmanship. This implies,
among other things, abolition of the annual merit rating (appraisal of
performance) and of Management by Objective. Again, the responsibility of
managers, supervisors, foremen must be changed from sheer numbers to quality.
13. Encourage education: Institute a vigorous program 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 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
management 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
structure 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:
action is required!

Quality Circle

Quality Circle is a small group of 6 to 12 employees doing similar work who voluntarily
meet together on a regular basis to identify improvements in their respective work areas
using proven techniques for analysing and solving work related problems coming in the
way of achieving and sustaining excellence leading to mutual upliftment of employees as
well as the organisation. It is "a way of capturing the creative and innovative power that
lies within the work force".

The concept of Quality Circle is primarily based upon recognition of the value of the
worker as a human being, as someone who willingly activises on his job, his wisdom,
intelligence, experience, attitude and feelings. It is based upon the human resource
management considered as one of the key factors in the improvement of product quality
& productivity. Quality Circle concept has three major attributes:

a. Quality Circle is a form of participation management.

b. Quality Circle is a human resource development technique.
c. Quality Circle is a problem solving technique.

OBJECTIVE

The objectives of Quality Circles are multi-faced.

a) Change in Attitude.
From "I don’t care" to "I do care"
Continuous improvement in quality of work life through humanisation of work.

b) Self Development
Bring out ‘Hidden Potential’ of people
People get to learn additional skills.

c) Development of Team Spirit

Individual Vs Team – "I could not do but we did it"
Eliminate inter departmental conflicts.

d) Improved Organisational Culture

Positive working environment.
Total involvement of people at all levels.
Higher motivational level.
Participate Management process.

Dr. Juran quality program

Background of program

Dr. Joseph M. Juran was born in December 24 th of 1904 at Braila, Rumania, he

graduated as an Electric Engineer bachelor in science in 1924 and now a day he is

considered the leader of the quality management of the last 70 years. The influence of

the scripts he has written is considered the core of quality management, i.e. Juran’s

Quality Handbook 5th edition.

 The relevant things that Dr. Juran did was conceptualized the Pareto Principal to

apply it in quality management. He also spent some years with the reengineering

concepts. During this time he observed that an organization could work better if they

standardized the process and give more importance to the quality.

After the Second World War, he started to get rename in Japan. Japanese

executives were preoccupied for giving to their companies an aggregated value and

maintain them between the best companies worldwide. Dr. Juran had a set of principals

and methodologies that helped to the companies stay over their competitors and

implement them in Japan with great success. Dr. Juran got recognized in countries like

Japan and USA because the executives got excellent results with his programs.

Dr. Juran worked together with tools like Pareto Principle and Total Quality

Management and others that are part of the program that Dr. Juran used to increase the

culture of quality in companies.

Juran Trilogy

Dr. Juran’s trilogy defined the three management processes required by every

organization to improve: Quality control, quality improvement and quality planning.

This Trilogy shows how an organization can improve every aspect by better

understanding of the relationship between processes that plan, control and improve
quality as well as business results. It was created in the 1950’s and defines managing for

quality as three basic quality-oriented, interrelated processes:

Quality Planning --- To determine customer needs and develop processes and

products required to meet and exceed those of the customer needs. The processes are

called Design for Six Sigma or Concurrent Engineering. This can be particularly

challenging for a planning team, because customers are not always consistent with what

they say they want. The challenge for quality planning is to identify the most important

needs from all the needs expressed by the customer.

• Identify who are the customers.

• Determine the needs of those customers.

• Translate those needs into our language.

• Develop a product that can respond to those needs.

• Optimize the product features so as to meet our needs and customer needs.

Quality Control --- The purposes of quality control is to ensure the process is running

in optimal effectiveness, or to ensure that any level of chronic waste inherent in the

process does not get worst. Chronic waste, which is a cost of poor quality that can exist

in any process, may exist due to various factors including deficiencies in the original

planning. It could cost a lot of money to the company, from rework time to scrap product

to overdue receivables. If the waste does get worst (sporadic spike), a corrective action

team is brought in to determine the cause or causes of this abnormal variation. Once the

cause or causes had been determined and corrected, the process again falls into the zone

defined by the “quality control” limits.

 • Prove that the process can produce the product under operating conditions with

minimal inspection.

• Transfer the process to Operations.

Quality Improvement --- Eliminate waste, defects and rework that improves processes

and reduces the cost of poor quality. The processes have to be constantly challenged and

continuously improved. Such an improvement does not happen of its own accord. It

results from purposeful Quality Improvement or “Breakthrough.”

• Develop a process which is able to produce the product.

• Optimize the process.

Zero Defects

One of the most proficient and dependable theories, in the business world, is the Zero
Defects concept. Zero means no or none; Defects are characteristics that do not meet the
specifications, also known as, mistakes. Thus, Zero Defects means no defects. Therefore,
when a leader decides to practice the Zero Defects concept as their performance standard,
they are simply declaring that no defects are acceptable.
Foremost, the idea of the Zero Defects concept was originated in 1962. Subsequently, the
Zero Defects phrase was coined by Phillip Crosby in his 1979 book titled, Quality is
Free. Crosby’s position was that, “where there are zero defects, there are no costs
associated with issues of poor quality; and hence, quality becomes free.” The Zero
Defects theory began as, and still is, the most simple and efficient defect prevention tool
ever formulated. From 1962 until 1970, almost every major company, for example,
General Electric, General Motors, Boeing, and The United States Army, organized a
strict Zero Defects program, which deemed successful. Also, the program American
Society for Zero Defects (ASZD) was created, and proved to be flourishing, but has since
been separated. However, some Zero Defects programs such as ASZD still exist.
Nonetheless, many people have not heard of the Zero Defects concept because other
ideas, such as Six Sigma, are currently in the spotlight, but will soon disappear. In
addition, the policies and views of companies change when people’s jobs change; For
example, when a new CEO does not use the concepts which previous CEO’s exercised.
However, firm believers of the Zero Defects concept trust that the idea is sensible, secure,
and will work for everyone. As a result, when companies begin using ideas, other than
Zero Defects, they almost always end up going back to it.
In fact, the Zero Defects theory is active and booming. Both large and small companies
practice it today and prove that it is a valuable approach. Bank of America...