Someone had to listen to Dr. Deming! I bet the labour unions wish they had.
Dr. Deming is the ultimate of the quality gurus. He developed, implemented, and made work many of the ideas that we currently use in quality. The story of his going to Japan and teaching the Japanese about quality has become legend. But, what did he teach? What are the nuggets of information we should remember?
The first of his teachings is the fourteen points of quality management:
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.
10.Eliminate slogans, exhortations, and targets for the work 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.a. Eliminate work standards on the factory floor. b. Eliminate management by objective.
12.a. Remove barriers that rob the hourly worker ofhis right to pride of workmanship. b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship.
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 everyone's job.1
The second of his nuggets of information is his seven deadly diseases:
1.Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.
2.Emphasis on short term profits.
3.Evaluation of performance, merit rating, or annual review.
4.Mobility of management; job hopping.
5.Management by use only of visible figures, with little or no consideration of figures that are unknown or unknowable.
6.Excessive medical costs.
7.Excessive costs of liability.2
The final teaching of Deming is the system of Profound Knowledge. The system of profound knowledge is made up of four areas: (1) knowledge about variation, (2) psychology, (3) theory of knowledge, and (4) appreciation for a system. This system is covered in some detail in the paper, "Theory of Knowledge on a Bumper Sticker: Deming's Abstruse Aphorisms," ASQC 49th Annual Quality Congress Proceedings, ASQC, Milwaukee, WI, pp. 92-97. It is also covered in Deming, W.E., (1993), The New Economics: For Industry, Government, Education, Mass. Institute of Technology, Cambridge, Mass.
The system of profound knowledge basically has three statements: (1) There is no true value of anything, (2) experience teaches nothing, (3) management is prediction.
Best Regards,
Heckler
Sr. Mechanical Engineer
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Do you trust your intuition or go with the flow?
