Deming’s 14 Points In A Nutshell

• Deming’s 14 points clarify how an organization can transform into a more efficient and optimized management style.
• Deming’s 14 points serve as principles that any organization can follow as part of total quality management (TQM) implementation. Each principle is transformative, emphasizes leadership, and prioritizes quality.
• Some of Deming’s 14 points relate to long-term thinking, avoidance of fear-based management, and the elimination of slogans, exhortations, quotas, and numerical targets.

Aspect	Explanation
Deming’s 14 Points	– Deming’s 14 Points are a set of management principles developed by Dr. W. Edwards Deming, a renowned quality management expert. These points are designed to guide organizations in improving their processes and achieving better quality.
Quality Focus	– Deming emphasized that the primary focus should be on quality. He believed that improving quality would lead to increased productivity, reduced costs, and enhanced customer satisfaction.
Systems Thinking	– Deming stressed the importance of systems thinking, viewing an organization as a whole with interrelated processes. He encouraged understanding and optimizing these systems rather than focusing solely on individual components.
Continuous Improvement	– He advocated for continuous improvement as an ongoing process. Organizations should constantly seek ways to improve products and processes, striving for perfection even if it’s never fully attainable.
Employee Involvement	– Deming emphasized that employees at all levels should be actively involved in improving quality. He believed that people closest to the work are best positioned to identify and address issues.
Training and Education	– He stressed the importance of training and education for employees to build their skills and knowledge. Informed and trained employees are better equipped to contribute to quality improvement efforts.
Leadership’s Role	– Deming highlighted the critical role of leadership in creating an environment conducive to quality improvement. Leaders should provide clear vision, direction, and support for quality initiatives.
Cease Dependence on Mass Inspection	– Deming argued that reliance on mass inspection is costly and inefficient. Instead, organizations should focus on building quality into processes, reducing the need for extensive inspections.
End “Lowest Bid” Contracts	– He recommended ending “lowest bid” contracts in favor of long-term relationships with suppliers based on quality and trust. This approach fosters collaboration and ensures a reliable supply chain.
Drive Out Fear	– Deming stressed the need to drive out fear in the workplace. Employees should feel safe to voice concerns, make suggestions, and contribute to quality improvements without fear of reprisal.
Break Down Barriers	– He encouraged organizations to break down barriers between departments and teams. Silos and competition between groups can hinder cooperation and the pursuit of common quality goals.
Eliminate Slogans and Exhortations	– Deming cautioned against using slogans and exhortations to motivate employees. True motivation comes from understanding the work, its purpose, and the ability to make meaningful contributions to quality.
Eliminate Numerical Quotas	– He advocated for the elimination of numerical quotas and targets, which can lead to short-term thinking and compromising quality. Instead, focus on process improvements to achieve better results.
Remove Barriers to Pride in Workmanship	– Deming believed that organizations should remove barriers to pride in workmanship. When employees take pride in their work and feel ownership, they are more likely to ensure high quality.
Institute a Vigorous Program of Education and Self-Improvement	– He recommended the establishment of a vigorous program of education and self-improvement for all employees. This includes ongoing learning and skill development to support quality initiatives.

Understanding Deming’s 14 points 

Deming’s 14 points, also known as the Deming model of quality management, is the brainchild of American engineer, professor, statistician, and management consultant Edwards Deming. 

Deming’s 14 points clarify how an organization can transform into a more efficient and optimized management style.

After the conclusion of World War II, Deming traveled to Japan where he played a pivotal role in the country’s economic recovery.

More specifically, Deming visited manufacturing companies and used statistical analysis to increase productivity and reduce expenses.

Deming took what he learned in Japan and developed the “Systems of Profound Knowledge” which are comprised of 14 key principles for management.

These principles, which were first presented in the 2000 book Out of the Crisis, enable companies to transition from the present style of management to one of optimization. 

Deming’s 14 points of quality management

Deming’s 14 points serve as principles that any organization can follow as part of total quality management (TQM) implementation.

Each principle is transformative, emphasizes leadership, and prioritizes quality. Each is also interconnected, which means they are most effective when applied at the same time.

With that said, let’s take a brief look at the principles below.

1 – Create constancy of purpose toward improvement

Rather than devising short-term solutions, organizations should think long-term and continuously focus on enhancing their products and services.

2 – Adopt the new philosophy

This calls on management to choose to no longer accept the current or ingrained level of delays, mistakes, or defects that arise from workers or materials.

3 – Cease dependence on inspections

Prevention of defects is a better option than trying to detect them. Statistical evidence can then prove that quality is built into processes. 

4 – Use a single supplier for any one item

When companies deal with multiple suppliers, the likelihood of variation increases.

The best course of action is to develop long-term relationships with fewer suppliers based on the quality level of their output.

Businesses should never enter into relationships with suppliers based on cost considerations alone.

Further to the point above, suppliers who cannot provide statistical evidence of exceptional quality should be avoided.

5 – Improve constantly and forever

This means constant evaluation and improvement of systems and processes to maximize productivity. It involves every level of the organization.

6 – Institute on-the-job training

On-the-job training enables the organization to build a solid foundation of common knowledge.

Investment in training also helps employees understand the meaning of consistency and their role in the context of broader objectives. 

7 – Institute leadership

Deming’s idea of a leader is one who takes an active role in removing the causes of failure.

Leaders must also strive to coach subordinates on the best course of action and help them reach their full potential.

8 – Eliminate fear

Management by fear may be somewhat effective in the short term but is counterproductive in the long term.

Eventually, employees will not act in the organization’s best interests.

9 – Break down barriers between departments

Quality products and services require collaboration and cooperation across multiple departments.

To facilitate this, Deming created the “internal customer” concept where each department (or function) is in service to any other that uses its outputs.

10 – Eliminate slogans, exhortations, and targets

Slogans such as “Excellence in service” are vague and leave employees wondering what is required of them.

What’s more, exhortations directed toward employees without an associated improvement in processes creates conflict and resentment.

Leaders should outline their expectations face-to-face and let people know exactly what is required of them from the start. 

11 – Eliminate quotas and numerical targets

Companies need to consider how the process is carried out and avoid becoming preoccupied with targets.

Deming noted that production targets favor high output but low quality. To increase quality, the necessary support and resources must be in place.

12 – Remove barriers to pride of workmanship

This means all employees can take pride in their work which is not rated or compared to the work of others. 

Instead of using reward systems to encourage quality output, use the quality systems themselves.

13 – Institute education and self-improvement programs

Employee education is essential if an organization is to continuously improve. Education is a form of self-development that increases performance and morale and opens up new growth opportunities.

14 – Make transformation everyone’s job

Lastly, Deming noted that everyone is responsible for transformation since organizations and the departments they comprise are interconnected.

Leaders must drive the process and allow employees to build the trust and skills to confidently implement new ideas.

Principles of Deming’s 14 Points:

1. Create Constancy of Purpose: Organizations should have a clear, long-term commitment to improving product and service quality.
2. Adopt the New Philosophy: Embrace a new mindset that prioritizes quality and customer satisfaction over short-term profits.
3. Cease Dependence on Mass Inspection: Relying solely on inspections to detect and address defects is costly and ineffective. Instead, focus on prevention.
4. End the Practice of Awarding Business Based on Price Alone: Select suppliers based on quality and long-term relationships, not just the lowest price.
5. Improve Constantly and Forever: Continuously seek ways to improve products, services, and processes.
6. Institute Training and Retraining: Invest in employee training and development to enhance skills and knowledge.
7. Institute Leadership: Leadership should provide clear direction and foster a culture of trust and cooperation.
8. Drive Out Fear: Create an environment where employees feel safe to voice concerns and suggest improvements.
9. Break Down Barriers Between Departments: Promote collaboration and communication across departments to eliminate silos.
10. Eliminate Slogans and Targets: Remove slogans and arbitrary targets, focusing instead on understanding and improving processes.
11. Eliminate Numerical Quotas: Remove numerical targets that encourage suboptimal behavior.
12. Remove Barriers to Pride in Workmanship: Enable employees to take pride in their work by providing the necessary tools and support.
13. Institute Vigorous Education and Self-Improvement Programs: Encourage ongoing learning and personal development.
14. Take Action to Accomplish Transformation: Make a commitment to implement these principles and drive a transformation toward better quality and performance.

Advantages of Deming’s 14 Points:

1. Improved Quality: The focus on prevention and continuous improvement leads to better product and service quality.
2. Enhanced Efficiency: Eliminating waste and streamlining processes improves organizational efficiency.
3. Employee Engagement: Creating a culture of trust and cooperation fosters employee engagement and satisfaction.
4. Customer Satisfaction: A commitment to quality results in higher customer satisfaction and loyalty.

Challenges of Deming’s 14 Points:

1. Cultural Resistance: Implementing these principles may face resistance from employees accustomed to traditional management approaches.
2. Resource Intensive: Achieving and maintaining the required level of commitment and training can be resource-intensive.
3. Time-Consuming: The transformation process may take time to yield significant results.
4. Leadership Buy-In: Gaining full support from leadership can be challenging in some organizations.

When to Use Deming’s 14 Points:

1. Quality Improvement: When an organization seeks to improve the quality of its products or services.
2. Cultural Transformation: When a culture shift toward continuous improvement and quality is needed.
3. Process Optimization: In situations where processes are inefficient and wasteful.
4. Customer-Centric Approach: To enhance customer satisfaction and loyalty.

What to Expect from Using Deming’s 14 Points:

1. Continuous Improvement: Expect a culture of continuous improvement to take root in the organization.
2. Higher Quality: Over time, the quality of products and services should significantly improve.
3. Employee Engagement: Employee engagement and satisfaction are likely to increase.
4. Customer Loyalty: Customers are likely to be more satisfied and loyal to the organization.

Long-Term Impact of Deming’s 14 Points:

1. Sustained Quality: Organizations that embrace these principles tend to maintain high-quality standards over the long term.
2. Efficiency Gains: Long-term efficiency gains result from process optimization and waste reduction.
3. Cultural Transformation: The principles can lead to a lasting cultural transformation focused on quality and continuous improvement.
4. Competitive Advantage: Organizations that consistently deliver high-quality products or services gain a competitive advantage in the market.

Case Study

Company: XYZ Electronics (Manufacturing and Quality Control)

1. Create Constancy of Purpose: XYZ Electronics commits to becoming a leader in producing high-quality consumer electronics. They prioritize long-term quality improvement over short-term gains.
2. Adopt the New Philosophy: The company shifts from accepting occasional defects and delays to a philosophy of zero defects and timely deliveries.
3. Cease Dependence on Inspections: Instead of relying solely on final product inspections, XYZ Electronics invests in advanced automated testing during the manufacturing process to detect and correct defects in real-time.
4. Use a Single Supplier for Any One Item: XYZ Electronics establishes long-term partnerships with select suppliers known for consistently providing high-quality electronic components.
5. Improve Constantly: The company conducts regular reviews of its manufacturing processes, equipment, and employee training to identify areas for improvement and enhance efficiency.
6. Institute On-the-Job Training: Employees receive ongoing training to ensure they possess the necessary skills to operate machinery and maintain product quality.
7. Institute Leadership: The leadership team actively participates in process improvement initiatives, identifies root causes of defects, and coaches employees on quality best practices.
8. Eliminate Fear: A culture of open communication is fostered, where employees are encouraged to report defects or process issues without fear of retribution.
9. Break Down Barriers Between Departments: XYZ Electronics promotes collaboration between the production and quality control departments, ensuring smooth information flow and quicker issue resolution.
10. Eliminate Slogans and Targets: Instead of vague slogans, specific quality targets are set for each production line, clearly communicated to all employees.
11. Eliminate Quotas and Numerical Targets: The focus shifts from meeting quantity quotas to ensuring that each product meets strict quality standards.
12. Remove Barriers to Pride of Workmanship: Recognition programs are implemented to celebrate employees who consistently produce high-quality products, fostering pride in their work.
13. Institute Education and Self-Improvement Programs: XYZ Electronics invests in continuous learning opportunities for its employees, offering courses on the latest manufacturing technologies.
14. Make Transformation Everyone’s Job: Every employee, from the production floor to the executive level, is encouraged to contribute ideas for process improvement, leading to a culture of continuous improvement.

Key Highlights about Deming’s 14 Points:

• Deming’s 14 Points: Deming’s 14 points, also known as the Deming model of quality management, were developed by Edwards Deming, a renowned engineer, statistician, and management consultant. These points provide a framework for organizations to transition towards more efficient and optimized management practices.
• Origin and Purpose: After World War II, Deming played a vital role in Japan’s economic recovery by improving productivity and reducing costs in manufacturing companies. He formulated the “Systems of Profound Knowledge,” consisting of 14 principles, to guide organizations towards optimization.
• Principles of Deming’s 14 Points:
  • Create Constancy of Purpose: Focus on continuous improvement and enhancement of products and services.
  • Adopt the New Philosophy: Reject the acceptance of delays, mistakes, or defects and strive for improvement.
  • Cease Dependence on Inspections: Prioritize prevention of defects over detection and use statistical evidence to ensure quality.
  • Use a Single Supplier: Develop long-term relationships with fewer suppliers based on quality, not just cost.
  • Improve Constantly: Continuously evaluate and improve systems and processes across all levels.
  • Institute On-the-Job Training: Invest in training to build common knowledge and promote consistency.
  • Institute Leadership: Leaders actively remove causes of failure, coach subordinates, and help them grow.
  • Eliminate Fear: Abandon management by fear, as it is counterproductive in the long term.
  • Break Down Department Barriers: Encourage collaboration among departments for quality products and services.
  • Eliminate Slogans and Targets: Avoid vague slogans and targets, communicate expectations clearly.
  • Eliminate Quotas and Targets: Focus on quality and avoid excessive targets that compromise quality.
  • Remove Barriers to Pride of Workmanship: Promote pride in work without comparison and use quality systems as incentives.
  • Institute Education and Self-Improvement: Invest in employee education for continuous improvement and growth.
  • Make Transformation Everyone’s Job: Drive transformation at all levels, fostering trust and skill development.

Related Frameworks	Description	When to Apply
PDCA Cycle (Plan-Do-Check-Act)	– Provides a structured approach for problem-solving and continuous improvement, comprising four stages: Plan (identify objectives and plan actions), Do (implement planned actions), Check (assess results and outcomes), and Act (adjust and refine processes based on feedback).	– When implementing quality improvement initiatives or solving problems. – Applying a systematic approach to identify, implement, and evaluate changes to improve processes, products, or services.
Six Sigma	– Focuses on reducing variation and defects in processes to achieve consistent and high-quality outcomes. Six Sigma uses statistical methods and DMAIC (Define, Measure, Analyze, Improve, Control) methodology to drive process improvement and optimization.	– When seeking to improve process efficiency, quality, and reliability. – Using data-driven approaches and statistical tools to identify root causes of defects, reduce variation, and enhance process performance.
Total Quality Management (TQM)	– A management philosophy that emphasizes continuous improvement, customer focus, and employee involvement to achieve organizational excellence. Total Quality Management integrates quality principles into all aspects of an organization’s operations and culture.	– When fostering a culture of quality and excellence throughout an organization. – Implementing TQM principles and practices to drive continuous improvement, enhance customer satisfaction, and optimize business processes.
Kaizen	– Refers to continuous improvement through small, incremental changes made by all employees at all levels of an organization. Kaizen focuses on eliminating waste, standardizing processes, and empowering employees to contribute to ongoing improvement efforts.	– When cultivating a culture of continuous improvement and innovation. – Engaging employees in identifying and implementing small, incremental changes to streamline processes, enhance quality, and drive organizational excellence.
5 Whys Technique	– Involves asking “why” repeatedly to uncover the root cause of a problem or issue. The 5 Whys Technique helps teams identify underlying factors contributing to problems and develop effective solutions.	– When investigating incidents, errors, or performance issues. – Using a systematic approach to explore the underlying causes of problems and address them at their source to prevent recurrence.
Gemba Walk	– Involves going to the “gemba” or the actual place where work is done to observe processes, identify inefficiencies, and engage with frontline employees. The Gemba Walk fosters understanding, collaboration, and continuous improvement.	– When seeking to understand and improve work processes and operations. – Going to the gemba to observe firsthand how work is performed, identify opportunities for improvement, and collaborate with employees to implement changes.
Quality Function Deployment (QFD)	– A method for translating customer needs and requirements into specific product or service features and characteristics. Quality Function Deployment aligns product development with customer expectations and preferences.	– When designing new products or services. – Using QFD techniques to capture and prioritize customer requirements, translate them into design specifications, and ensure that products or services meet customer needs and expectations.
Pareto Principle (80/20 Rule)	– States that roughly 80% of effects come from 20% of causes, suggesting that a small number of factors often have a disproportionate impact on outcomes. The Pareto Principle helps prioritize improvement efforts by focusing on the most significant factors.	– When prioritizing improvement opportunities or allocating resources. – Identifying and addressing the vital few factors that contribute most significantly to performance issues or opportunities for improvement.
Continuous Improvement vs. Breakthrough Improvement	– Distinguishes between incremental, ongoing improvement efforts (continuous improvement) and significant, transformative changes (breakthrough improvement). Continuous Improvement vs. Breakthrough Improvement recognizes the value of both gradual and revolutionary changes in driving organizational excellence.	– When planning and executing improvement initiatives. – Choosing between incremental refinements and more radical transformations based on the nature and scope of improvement opportunities and organizational objectives.
Failure Mode and Effects Analysis (FMEA)	– A systematic method for identifying and prioritizing potential failure modes in processes, products, or systems, assessing their potential effects, and developing preventive measures. FMEA helps organizations proactively mitigate risks and improve reliability.	– When assessing and managing risks in processes, products, or systems. – Conducting FMEA to anticipate and prevent failures, minimize risks, and enhance reliability and performance through proactive risk management.

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