Dr. Edward's Deming they say is the father of quality revolution. He is credited with the creation of Total Quality Management (TQM) - the industry buzzword before the Lean & Six Sigma movement.I don't know much about TQM, but I know it failed and people will look at you suspiciously if you use these words! Nevertheless, the principles of TQM and the words of Deming are highly respected in quality circles.
I found a brief summary of his book online and added his book immediately to my Amazon wish list! Here are some of the ideas discussed by Deming in his book - Out of crisis. It's a great read.
- Create constancy of purpose toward improvement of product and
service, with the aim to become competitive and stay in business, and to
provide jobs.
- 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.
- Cease dependence on inspection to achieve quality. Eliminate the
need for massive inspection by building quality into the product in the
first place.
- 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.
- Improve constantly and forever the system of production and
service, to improve quality and productivity, and thus constantly decrease
costs.
- Institute training on the job.
- Institute leadership (see Point 12 and Ch. 8 of "Out of the
Crisis"). 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.
- Drive out fear, so that everyone may work effectively for the
company. (See Ch. 3 of "Out of the Crisis")
- 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.
- 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.
- a. Eliminate work standards (quotas) on the factory floor.
Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. - a. 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.
b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia," abolishment of the annual or merit rating and of management by objective (See Ch. 3 of "Out of the Crisis"). - Institute a vigorous program of education and self-improvement.
- Put everybody in the company to work to accomplish the
transformation. The transformation is everybody's job.
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