Gurus De Calidad

Dr. W. Edwards Deming

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Dr. Deming's Ideas Dr. Deming's famous 14 Points, originally presented in Out of the Crisis, serve as management guidelines.  The points cultivate a fertile soil in which a more efficient workplace, higher profits, and increased productivity may grow.
• Create and communicate to all employees a statement of the aims and purposes of the company.
•Adapt to the new philosophy of the day; industries and economics are always changing. 
• Build quality into a product throughout production.  
• End the practice of awarding business on the basis of price tag alone; instead, try a long-term relationship based on established  loyalty and trust. 
• Work to constantly improve quality and productivity. 
• Institute on-the-job training.• Teach and institute leadership to improve all job functions.
• Drive out fear; create trust. 
• Strive to reduce intradepartmental conflicts.
• Eliminate exhortations for the work force; instead, focus on the system and morale. 
• (a) Eliminate work standard quotas for production. Substitute leadership methods for improvement.
(b) Eliminate MBO. Avoid numericalgoals. Alternatively, learn the capabilities of processes, and how to improve them.
• Remove barriers that rob people of pride of workmanship
• Educate with self-improvement programs.
• Include everyone in the company to accomplish the transformation.

Comments on some of Dr. Deming's points:
The first of the 14 Points charges management with establishing continualimprovement through the redefinition of the company's purposes. Quite simply, the company must survive, compete well, and constantly replenish its resources for growth and improvement through innovation and research.

In the fifth point, Dr. Deming states that only a commitment to a process of continual improvement truly rewards. A company cannot expect to ignite and feed a quality revolutionfrom which it will prosper for all time. Instead, it must adopt an evolutionary philosophy; such a philosophy prevents stagnation and arms the company for the uncertain future. Part of the evolutionary mentality is to abandon practices that, despite their obvious short term benefits, ultimately detract from the company's effectiveness.

Point number four specifically warns against thisscenario: the purchasing department of a company consistently patronizes those vendors who offer the lowest prices.  As a result, the company often purchases low quality equipment.   Dr. Deming urges companies to establish loyal ties with suppliers of quality equipment.

Point five condemns mass inspection procedures as inefficient; a product should be monitored by the workers, throughoutthe assembly process, to meet a series of quality standards.  In the long term, the use of better equipment and a more intense worker-oriented method of inspection will markedly improve productivity and lower costs.   In order to accomplish these goals, a company must develop a consistent, active plan that involves its entire labor force in the drive toward total quality.

Cooperation- Dr.Deming based his new business philosophy on an ideal of cooperation.  In order to fulfill its own potential, a company must harness the power of every worker in its employment; for that reason, the third point bars shoddy workmanship, poor service, and negative attitudes from the company.

Theory of Profound Knowledge -- In order to promote cooperation,  Deming espouses his Theory ofProfound Knowledge.  Profound knowledge involves expanded views and an understanding of the seemingly individual yet truly interdependent elements that compose the larger system, the company.  Deming believed that every worker has nearly unlimited potential if placed in an environment that adequately supports, educates, and nurtures senses of pride and responsibility; he stated that the majority--85...