Fourteen Points of Management
The Fourteen Points of Management is a set of management principles developed by W. Edwards Deming, an American statistician, professor, and quality management expert. Deming's Fourteen Points were introduced in his 1982 book "Out of the Crisis" and have become the foundation of the Total Quality Management (TQM) approach. The principles emphasize continuous improvement, a focus on customers, and the involvement of all levels of an organization in order to achieve long-term success.
Here are Deming's Fourteen Points of Management:
- Create constancy of purpose for improvement of product and service: Organizations should focus on long-term planning and continuous improvement to stay competitive and provide quality products and services.
- Adopt the new philosophy: Management should embrace a new mindset that emphasizes quality, productivity, and continuous improvement.
- Cease dependence on inspection to achieve quality: Instead of relying on inspection to find defects, organizations should improve processes and systems to prevent defects from occurring in the first place.
- End the practice of awarding business on the basis of price tag alone: Organizations should prioritize long-term relationships with suppliers, focusing on quality and value rather than just the lowest price.
- Improve constantly and forever the system of production and service: Continuous improvement should be an integral part of an organization's culture and operations.
- Institute training on the job: Provide employees with the necessary training to perform their tasks effectively and efficiently.
- Institute leadership: Managers should act as leaders, providing guidance and support to employees while encouraging personal growth and development.
- Drive out fear: Create an environment where employees feel comfortable sharing ideas, asking questions, and reporting problems without fear of retribution.
- Break down barriers between departments: Encourage collaboration and communication between departments to improve overall organizational performance.
- Eliminate slogans, exhortations, and targets for the workforce: Avoid setting arbitrary targets or using slogans that may not align with the organization's goals or may encourage short-term thinking.
- Eliminate numerical quotas for the workforce and management: Focus on quality and continuous improvement rather than meeting arbitrary quotas.
- Remove barriers that rob people of pride of workmanship: Encourage employees to take pride in their work by providing them with the necessary tools, training, and support.
- Institute a vigorous program of education and self-improvement for everyone: Invest in ongoing education and professional development for all employees.
- Put everybody in the company to work to accomplish the transformation: Involve all employees in the process of continuous improvement and transformation, recognizing that everyone has a role to play in the organization's success.
By implementing Deming's Fourteen Points of Management, organizations can create a culture of continuous improvement, foster collaboration, and focus on long-term success. These principles have had a significant impact on management practices worldwide and continue to influence modern approaches to quality management and organizational improvement.