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Continuous Improvement Programs Popular Workshops and Seminars
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Useful Tools
More Conflict Resolution Techniques Emotional Intelligence and Managing Your Emotions Deming's 14 Points of Management CADCA 17 Handouts Coalition Wellness
"The reward of a thing well done is to have done it.”
- Ralph Waldo Emerson
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W Edwards Deming, the father of the quality revolution that swept the world, developed the 14 Points of Management in the 1950's. It was Deming's teachings on Quality and Statistical Quality Control, that helped Japan rebuild its manufacturing base after World War II. By 1954, just four years after starting to rebuild, Japanese industry started to impact the world economy.
14 Points of Management Source: W. Edwards Deming, Out of the Crisis1982, MIT CAES.
1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to 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 building 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 toward 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. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision 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 wok force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as 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 work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals. 12. 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. 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.
Role of a Manager Source: W. Edwards Deming, The New Economics, 1993, MIT CAES.
1. A manager understands and conveys to his people the meaning of a system. He explains the aims of the system. He teaches people to understand how the work of the group supports these aims. 2. He helps his people to see themselves as components of a system, to work in cooperation with preceding stages and with following stages toward optimization of the efforts of all stages toward achievement of the aim. 3. A manager of people understands that people are different from each other. He tries to create for everybody interest and challenge, and joy in work. He tries to optimize the family background, education, skills, hopes, and abilities of everyone. 4. He is an unceasing learner. He encourages his people to study. He provides, when possible and feasible, seminars and courses for advancement of learning. He encourages continued education in college or university for people that are so inclined. 5. He is coach and counsel, not a judge. 6. He understands a stable system. He understands the interaction between people and the circumstances that they work in. He understands that the performance of anyone that can learn a skill will come to a stable state - upon which further lessons will not bring improvement of performance. A manager of people knows that in this stable state it is distracting to tell the worker about a mistake. 7. He has three sources of power: 1. Authority, 2. Knowledge, 3. Personality and tact. A successful manager of people develops Nos. 2 and 3; he does not rely on No. 1. 8. He will study results with the aim to improve his performance as a manager of people. 9. He will try discover who if anybody is outside the system, in need of special help. 10. He creates trust. He creates an environment that encourages freedom and innovation. 11. He does not expect perfection. 12. He listens and learns without passing judgment on him that he listens to. 13. He will hold an informal, unhurried conversation with every one of his people at least once a year, not for judgment, merely to listen. The purpose would be development of understanding of his people, their aims, hopes, and fears. The meeting will be spontaneous, not planned ahead. 14. He understands the benefits of cooperation and the losses from competition between people and between groups.
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“Ernest brings to the table methods that create real solutions and supports the implementation of those solutions. I highly recommend his services.” - Noel Eggebraaten Vice President School Specialty, Inc.
Member Hampton Roads Chamber of Commerce
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