We understand that quality is the important key that every business should embrace and become an integral part of everything it does. William Deming’s 14 points is a management practice aimed at assisting businesses and he stressed that management held the key to improving quality and productivity. It serves as a guide in increasing customer satisfaction and promoting continuous improvement within the organization. When creating a product, there is always a need for improvement based on the requirements of the consumers/customer.
Here are the 14 Points Philosophy:
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.
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 goal of supervision should be to assist people, machines, and devices in doing better.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in the fields of research, design, sales, and production must collaborate to anticipate production and use issues that may arise with the product or service.
10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity.
11 a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
11 b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12 a. Remove barriers that rob the hourly worker(s) of their right to pride of workmanship.
12 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 everybody’s job.
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