Deming’s Points regarding Quality

* Create Constancy of purpose for improvement of product and Services: Deming argues that management must maintain an unwavering commitment to quality and shift its focus from the short term to the long term. Quality should lie at the heart of the organization’s purpose. According to Deming profit is a consequence that naturally follows when an organization targets quality.

* Adopt the new Philosophy: According to Deming the recognition that we are in new era in which ever increasing quality is necessary for corporate survival is based on maintaining a constancy of purpose. Management must reject inferior materials, poor workmanship, defective products, and slack services. It is not enough that defects are minimized; they should be eliminated. Reliability reduces costs and delays and mistakes raise cost. The traditional system should be dismantled and replaced. The new culture must be supported by all employees, and should reflect commitment to quality.

* Cease Dependence on mass inspection: Deming recognizes that once errors occur, efficiency and effectiveness have already been lost. Mass inspections to catch errors after they have occurred therefore need to be replaced by building in quality from the start. Continuous process improvement reduces costs incurred when errors are made and corrected. The completion of high quality products also enhances employee satisfaction, because it enables employee to feel a sense of accomplishment and enables them to take pride in their work – no one enjoys producing junk. The emphasis therefore moves to catching and correcting errors at the source where the work is performed.

* End the Practice of Awarding Business on Price Tag alone: Deming encourage companies to end adversarial relationships with their suppliers and instead develop long term relationships with them. He argues that price is not relevant until it is linked to a measure of the quality being purchased Statistical tools are very important in enabling companies to evaluate the quality of vendors and purchased parts.

* Constantly and forever improve the system of production and service: According to Deming’s obligation to seek out methods for quality improvement is never ending. He believes that improvement follows from studying the process itself, not the defects and that process improvement is the responsibility of management. In this regard, the recent focus on corporate reengineering is consistent with Deming’s teachings.

* Institute Modern methods of training on the job: In Deming’s eyes, training encompasses more than merely teaching employees how to use tools, such as statistical quality control for improving quality. Training also translates into making sure that workers get adequate knowledge and skills for the jobs for which they are responsible.

* Institute Leadership: The traditional actions of supervisors are not adequate. He contends that supervisors merely tell workers what to do and make sure they do it. They administer rewards and penalties and provide discipline when necessary. They do not see their jobs as providing leadership. Leaders, on the other hand, begin with the assumption that workers aim to do the best job they can and endeavor to help workers reach their full potential. For lower level managers, this entails coaching and arranging for training. Top managers must, in turn, help design and implement a strategic vision that grounds a TQM culture and make sure their on behavior exhibits the values that support a culture.

* Drive out Fear: It is important that fear do not prevent employees from being able to ask questions, report problems or express ideas. Employees must feel secure in order for quality to be pursued successfully in the workplace. A culture of openness, were people are not afraid of telling the truth, remains essential.

* Break down Barriers Between staff areas: Deming considers the barriers between functional departments to be counter productive. Employees can improve productivity by learning from one another and coordinating efforts, regardless of their functional expertise the tendency of traditional organizational structures is to encourage competition between departments. According to Deming employees recognize that, regardless of their expertise, thy all share the same over riding goals. Competition should be with other organizations not within this own.

* Eliminate Slogans, Exhortations, and targets for the Workforce:
Continual improvement as a general goal, says Deming, should replace supposedly motivational or inspirational signs, slogans, and the like. He criticizes companies that attempts to motivate employees through speakers and inspirational tracts, for it merely frustrates employees to be encouraged to do things the existing management system prevents them from doing.

* Eliminate Numerical Quotas: Deming advocates eliminating of quotas, because they end up encouraging people to focus on quantity often at the expenses of quality. Companies should focus on quality issues instead of blindly pursuing numbers.