Deming’s 14 rules for total quality management

Dr. Williams Edward Deming is known for his work in statistical methods and quality management. In the postwar years, he established himself as one of the creators of the Japanese miracle.

Proof of this is the annual awarding of the Deming Prize to prominent Japanese scientists in the field of quality management in the Japanese industry.
In 1986, the Massachusetts Institute of Technology published the fourteen rules of Deming, aimed at total quality management (Total Quality Management). According to him, it is necessary to reject the ideas of Taylorism, which lead to the separation of quality from the production process itself.

The other important element of Deming’s theses is the new content of the concept of management, approaching the Japanese concept. While the Western concept is simplified and according to its content the thoughts and ideas of the manager are imposed on his associates, the Japanese manager uses and mobilizes the intelligent potential of his subordinates for the prosperity of the company.

Deming’s rules for quality management

  1. Focus on improving processes, products, and services. The goal is to achieve long-term competitiveness and provide, respectively, increase jobs.
  2. Build a philosophy that meets modern requirements. Management must take the lead in implementing change.
  3. Discard additional control. Replace it with quality production planning and management. Require statistical reports on quality from users as well.
  4. Do not trust the cheapest offers. Minimize long-term costs through intensive cooperation with selected suppliers and building trust between supplier and consumers / for one position you must have one supplier /.
  5. Continuously improve all processes in planning, production, and services by increasing the quality and productivity of labor and reducing costs. Fulfilling the prescribed requirements is not enough. It is necessary for the actual values ​​to approach the nominal/ideal / values, respectively to fluctuate around them with minimal deviation. This could be achieved primarily through good qualifications and statistical thinking.
  6. Ensuring all levels of Training on the job, which means extremely careful and comprehensive implementation of the introduction of the new issues of the work of transferred employees from one department to another or the appointment of new employees.
  7. Institutionalized management / Leadership /. Managers at all levels must be able to intrigue their subordinates to continuously improve their work. One of the conditions is the training of these employees in statistical perception and evaluation of processes.
  8. Limit and eliminate worries in all their forms, so that each employee can perform their duties as well as possible and fully engage with the problems of the company. Above all, reduce the fear of the consequences of making changes in the company.
  9. Remove barriers between units. People from all departments must work together so that any difficulties in production and operation can be remedied in time. Departments such as finance and human resources must operate according to equivalent criteria. Management should not be based on unqualified measures and arbitrarily set deadlines.
  10. Do not use slogans such as Work without mistakes, intended for executive staff. They only create negative moods. By the way, most of the reasons for poor quality and low productivity lie in management. It must be realized that management works on the system, respectively on its construction, and people work inside this system.
  11. Eliminate enforcement regulations. They are usually chosen incorrectly and are either incorrect or restrictive. Their preparation is expensive and often does not bring the expected effect. Replace them with one actual control.
  12. Remove obstacles to employees at all levels, do everything possible to make them proud of their work, and perform it with pleasure. Reduce absences and turnover. The responsibility of managers must be redirected from the definition and monitoring of quantitative parameters and deadlines to the quality of work and management.
  13. Build lively and attractive programs to maintain and improve the skills and overall development of your employees. The good specialist is not sought outside the company, but above all in its ranks. The training aimed at close goals, such as what people need, is largely problematic. The education of employees should be focused on the general development of the personality, on comprehensive knowledge in the given field, and cooperation.
  14. The task of all employees should be to make various changes. For this to be imposed as a basic principle, absolutely everyone must be guided by it. Successful management must specifically and adhere to the implementation of the previous 13 rules. A measure of prosperity is the long-term success of the company, employees, and society.

Deming’s philosophy is a complete framework from which only certain parts should not be detached. The condition is to cover the entire enterprise Total Quality Management. This requires a creative approach and understanding of the basic principle of the stated rules: quality is not a goal, but a means.

Quality is not just a momentary state, but a systematic improvement of all technical, administrative, developmental, and managerial processes. Flexibility, the pursuit of change, and the ability to cultivate are crucial to success.
The fourteen rules of Deming must, as is done in the United States, be discussed in every European enterprise and adapted to its specific conditions.

Published by Anton Radev

Front-End Web Developer

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