deming´s 14 management principles

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Deming´s 14 Managementprinciples

Group 3:

Ketki, Meghna, Nagendra, Sneha, Sonja06-Sept-2010

06-Sept-2010 1IGTC Bangalore-Group 3



Introduction

Dr. W. Edwards Deming is known as the father of the Japanese post-war industrial revival and wasregarded by many as the leading quality guru in

the United States.He passed on in 1993.

Trained as a statistician, his expertise was usedduring World War II to assist the United States inits effort to improve the quality of war materials .He was invited to Japan at the end of World WarII by Japanese industrial leaders and engineers.

06-Sept-2010 IGTC Bangalore-Group 3 2



W. Edwards Deming

Focus on bringing about improvements in product andservice quality by reducing uncertainty and variability ingoods and services design and associated processes (thebeginning of his ideas in 1920s and 1930s).

Higher quality leads to higher productivity and lower costs.

14 Points management philosophy.

Deming Cycle Plan, Do, Study, and Act.




1.

PRINCIPLE 1: Create a cons ta ncy of pu r pos e

Define the problems of today and the futureAllocate resources for long-term planning

Allocate resources for research and education

Constantly improve design of product andservice




2.

PRINCIPLE 2: Adop t the n ew p hil osop h y

The call for major change

Stop looking at your competition and look atyour customers instead

Unless management adopt the reforms they

put in place, they shouldn t expect theirworkforce to do so




3. Cease dependence on inspection

Inspection does not guarantee quality

Mass inspection is unreliable, costly and

ineffectiveInspectors fail to agree with each other

Inspection should be used to collect data for

process control




4. Cease dependence on multiple suppliers

Stop awarding business solely on the basis of pricePrice alone has no meaningChange focus from lowest initial cost to lowesttotal costWork toward a single supply source and a long

term relationshipEstablish a mutual confidence and aidbetween purchaser and vendor




5. Improve constantly the system of production and service

Quality starts with the intent of management

Teamwork in design is fundamental

Forever, continue to reduce waste andcontinue to improve

Work to improve on the cause not the

symptoms




6.




7.




8.




9.Eliminate boundaries

Break down barriers between departmentsand staff areas.

Organization must be free of bureaucracy andanything else that prevents the free flow of ideas, people, decisions.

Cross-functional team to improvecoordination and innov ati on across divisionsand resolve mutual problems.




10.Eliminate use of Slogans

Eliminate the use of slogans, posters andexhortations for the workforce, demandingzero defects and new levels of productivitywithout providing methods . Such exhortationsonly create adversarial relationships.




11.Eliminate Numerical Standards

Eliminate work standards that prescribenumerical quotas for the workforce andnumerical goals for people in organization.

Quotas and other work standards hurt qualityprobably morethan any other single working conditionQuotas cause above-average workers to slow

their outputand cause below-average workersfrustrationSubstitute aids and helpful lea d er shi p .




12. Remove barriers to Pride of workmanship;Let producers improve their process

Systems and business management mustlisten to their employees as sources of qualityimprovement

Involve employees actively in informationplanning, root cause analysis and processimprovement and incorporate theirsuggestions to improve information processes

06-Set-2010 IGTC Bangalore-Group 3 15



13.




14.




Conclusion





Thank you

deming´s 14 management principles

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