Deming 14 Points

The American industry transformed based upon the 14 points. It is not good enough just to deal with small or large issues. When management utilizes the 14 points, this means that they are serious about business operations, maintaining jobs and protecting their investors. This type of system was how the best managers in Japan learned about business back in the 1950s and later years.

These 14 points can be used for both big and small businesses in both the service and manufacturing industries. They are associated with divisions within the company.

The 14 Points

1 The goal is to commit to improve products and services, stay ahead of the competition, remain profitable and provide jobs.

2 Implement the new plan. This is a new time in our economic history. Companies are forced to make changes, adapt to different responsibilities and be willing to lead in order to make successful changes.

3 Do not rely on inspection in order to have quality products and services. Figure out how to get around doing large amounts of inspections by making it mandatory that quality is a part of the whole process.

4 Don’t make everything about money when it comes to business decisions. As an alternative reduce the total price. Instead of using multiple suppliers over a long period of time, build up a relationship with one loyal vendor.

5 Always look for ways to make your products better and improve productivity, which should reduce your overall costs.

6 Start on the job training.

7 Make leadership a priority. (see Point 12 and Chapter 8). Management should commit to ensuring that its assets do a good job. Both management and production workers need better supervision.

8 Get rid of fear on all levels of the business, so that everybody can produce successful results. (look at Chapter 3).

9 Get rid of the issues that alienate departments from one another. Everyone in different departments much learn to work together so that production goes smoothly and the product gets out

10 Stop using inflated slogans when talking to employees about improving productivity. That type of bogus pep talk only makes workers upset because they cannot change whatever system management creates. Get rid of quotas. Try leading the masses. Get rid of management by objective. Get rid of managing based upon numeric goals. Use leadership instead.

11 Get rid of the things that make it hard for front line people to be proud of their work. Supervisors have to concentrate on quality and not just on numeric goals.

12 Get rid of the things that make it hard for management to be proud of their work efforts. This means getting rid of things such as annual merit ratings. (look at chapter 3).

13 Start a fast paced program that provides education and self improvement.

14 Make sure that all levels of employees make these changes. It is necessary for everyone to change.