Name of product 1

Description of product 1 ...

Name of product 2

Description of product 2 ...

Name of product 3

Description of product 3 ...

Appendix

Deming's 14 Points (explanations the author's)

1. Establish Constancy of Purpose (raison d'etre) -- Long-term oriented goals for all parts of the firm including all departments and employee levels.

2. Improve Constantly and Forever Every System of Production and Service--view problems as possibilities using the continuous review, PDCA 'Deming cycle.' (Japanese, Kaizen)

3. Eliminate Numerical Goals and Quotas including Management by Objective (MBO) --this point all but eliminates mid-level management operations, the basis for Fordist/Taylorist standardization and control of workers, quality and defect quotas. (Japanese Just In Time (JIT) and Total Quality Management (TQM).

4. Drive out Fear So That Everyone May Work Effectively for the Company--enable and reward people for active contributions to the firm. (Japanese 'lifelong commitment' to 'core' workers.)

5. Institute Leadership--help and coach people to manage their machine processes better to produce quality (no waste) not overwork.

6. End Practice of Awarding Business Largely on the Basis of Price--cultivate lasting JIT relationships with a single supplier who will follow the same quality standards, SPC
   methods.

7. Break Down the Barriers Between Departments--employees should experience every kind of work in the company to understand how each part of the production process inter-relates. The standardized job descriptions and department hierarchies of American Scientific management are the antithesis to this objective.

8. Institute Training on the Job--lifelong training for core employees, multi-disciplinary teams, quality circles, and study groups in the workplace. (Japanese Quality Circles.)

9. Eliminate the Annual Rating or Merit System--seniority is a fairer gauge to determine pay scale because workers generally have the same ability; ratings should be based on group performance, or long-term, process-oriented portfolios.

10. . Institute a Vigorous Program of Education and Self Improvement--pride and ' joy' in work requires constant opportunities for education and training; this also requires a 'mutual covenant' between worker and employer so that meaningful work will be given and responsibility will be taken. Again this view of labor is antithetical to the traditional view of labor as a standardized 'factor' of production.

11. . Eliminate Slogans and Exhortations--slogans merely aggravate relations. Deming assumes that American workers would take the slogans as being insincere.

12. . Cease Dependence on Mass Inspection--if workers are given the SPC tools for quality control, inspection is unnecessary and JIT production becomes more possible.

13. . Adopt the New Philosophy--total comitment to continuous improvement, or kaizen, from marketing to manufacturing is essential to improve quality, anticipate new products, and gain market share.

14. . Create a Structure in Top Management to Accomplish the Transformation--management reviews focused solely on Quality Circle reports and their proposals for improvement;
    national organizations and standards promoting the transformation should form the basis for action in this structure.

[ Home ] [ Product 1 ] [ Product 2 ] [ Product 3 ]

Send mail to totalqualitylife@gmail.com with questions or comments about this web site.
Copyright © 2004 Total Quality LIfe
Last modified: 10/30/04