Dr. Edwards W. Deming's 14 Points of Management Philosophy

Dr. Edwards W. Deming's 14 Points of Management Philosophy

Dr. W. Edward Deming is generally recognized as being the philosopher-guru of the Total Quality Movement. Deming developed a set of Fourteen Management Principles and Seven Deadly Diseases in the early 1980s. There are  various versions of the Fourteen Points in circulation. The version reproduced here is an early one that Deming handed out at his famous four-day seminars.

When an organization is early in its Total Quality efforts, there is need to discuss the underlying philosophy that forms the bedrock of strategies that will be adopted. One of the most practical ways to do this is to discuss Deming's Fourteen Points. We include here a set of questions that facilitators can use for prompting group discussions. We have found it takes about eight hours of discussion to complete all the questions in this exercise. Teams can do these as  part  of a lunch break or these questions can be discussed in more formalized two-hour sessions.

For  elaboration  on  the  Fourteen  Points  and  Seven  Deadly  Diseases,  we  recommend  reading Deming's Out of the Crisis or Four Days with Dr. Deming by Lazko and Saunders.

DEMING'S FOURTEEN PRINCIPLES OF MANAGEMENT

1. Create constancy of purpose towards improvement of product and service, with the aim to become competitive, stay in business, and to 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 take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by creating quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead minimize total cost. Move towards a single supplier for any one item, 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, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership (see point 12.) The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.

8. Drive out fear so that everyone may 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 in use that may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force that ask for zero defects and new levels of productivity.

11a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.

11b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

12a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.

12b. Remove barriers that rob people in management and in engineering of their right to pride in workmanship.  This means inter alia, abolishment of the annual or merit rating and of management by objective, management by the numbers.

13. Institute a vigorous program of education and self-improvement.

14.  Put  everybody  in  the  company  to  work  to  accomplish  the   transformation.  The transformation is everybody's job.

Eddie Kuang

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