14 Points of Deming

Deming Philosophy

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December 18, 2016

Deming Philosophy

        Following are the Deming’s fourteen points which are discussed in detail:

1. Each company should have a mission statement and clear goals and purposes. It allows the employees to have a better understanding of their goals. Having a mission statement allows the employees and the management team to share a common purpose and work together to achieve the targeted goals.
2. A company should adapt itself according to the time and situation. Learning the new philosophy, taking responsibilities and understanding the value of leadership will help the company stay in competition (The Deming Institute, n.d.).
3. The company should not rely upon the inspections too much. Rather, it should focus on building the quality products at first place. Inspections only add to the increased expenses and more time and are sometimes ineffective too.  
4. As we know that better products come at good prices, this means price and quality go hand in hand. Thus, a company should not try to go for the lower prices and compromising the quality. Instead, it should stay at a single supplier for a particular item building a long term relationship and mutual trust (The Deming Institute, n.d.).
5. Improvement is constantly needed in any business to grow. If the things do not get improved with time, it will become irrelevant, and the company will ultimately fail.
6. The importance of training should be understood well by the management. Training improves the quality of work. It helps to explore and understand the working in a better way.  
7. Institute leadership is also very important. It helps the workers to work smoothly and produce quality results (Berry, 2011).  
8. Innovation is key to success in the new era. Innovative ideas are liked by everyone and are successful in the market. Thus, creativity and innovation should be encouraged, and an employee should feel secure at the workplace in expressing his ideas and suggestions.
9. Teamwork is crucial for the company to complete its projects with good quality and within the deadlines. For successful team works, each member of the team must be aware of the goals he is working for. Mutual trust is also important to work in teams (Berry, 2011).
10. Workers should be given an environment in which they work productively in the workplace. Hence, the exhortations should be eliminated for the workforce.
11. Management should not focus on numbers for the production team. Instead, it should focus on producing the quality products. It should try to incorporate the methods of improvement to get the better results. The next thing is to eliminate the MBO and introduce the improvement in the process instead.
12. The obligation of managers must be changed from sheer numbers to quality. In numerous associations, the hourly laborer turns into a product. He may not know whether he will work one week from now. Management can confront declining deals and expanded expenses of nearly everything, except it is regularly powerless in confronting the issues of staff. The foundation of representative association and investment arrangements has been a smoke screen. Management needs to listen and to right process issues that are victimizing the specialist of pride of workmanship (The Deming Institute, n.d.).
13. Management needs to make a move to achieve the change. To do this, first consider each occupation and movement is a piece of a procedure. A stream outline breaks a procedure into stages. Addresses then should be gotten some information about what changes could be made at every phase to enhance the viability of other upstream or downstream stages. Everybody can be a part of the collaboration to enhance the knowledge and yield of the stages. Everybody in a group has an opportunity to contribute thoughts and arrangements. A group has a point and objective toward addressing the necessities of the client.
14. Transformation needs to be introduced in the workplace as it helps to meet the challenges of the constantly evolving market. Appropriate actions should be taken at the company to make this transformation possible (The Deming Institute, n.d.).

References

Berry, D. B. (2011, August). There is a Relationship Between Systems Thinking and W. Edwards Deming’s Theory of Profound Knowledge. Retrieved from Berrywood: http://www.berrywood.com/wp-content/uploads/2011/08/demingpaper.pdf

The Deming Institute. (n.d.). Dr. Deming's 14 Points for Management. Retrieved from The Deming Institute: https://deming.org/management-system/fourteenpoints

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