Tqm points

1. 14 Points for TQM

2. Point 1 Create constancy of purpose toward improvement of the product and service so as to become competitive, stay in business and provide jobs. - Running the business day-to-day basis while looking after the future of the business requires constancy of purpose and dedication to improvement. - Top Management must spend time to innovate, put resources into research and education, constantly improve the design of the product and service, and put resources into maintenance of equipment, furniture and fixures. - In this point Deming condemns short term thinking.

3. Point 2 Adopt the new philosophy. We are in a new economic age. We no longer need live with commonly accepted levels of delay, mistake, defective material and defective workmanship. - The level of error that could be tolerated yesterday cannot be tolerated. - Only Management is in the position to do something about the vast majority of errors. - It is Management’s task to remove the obstacles that prevent the worker from doing the job correctly.

4. Point 3 Cease dependence on mass inspection; require, instead, statistical evidence that quality is built in. - Mass inspection is an attempt to control the product rather than the process. - Mass inspection is frequently subject to high levels of inaccuracy. - Usually, it is too late, ineffective and costly.

5. Point 4 Improve the quality of incoming materials. End the practice of awarding business on the basis of a price alone. Instead, depend on meaningful measures of quality, along with price. - Many of the problems of poor quality and low productivity are due to the poor quality of incoming materials and the low quality of tools and equipment.

7. Point 6 Institute modern methods of training and education for all. - Use modern methods of on-the-job training. - Include the use of statistical analysis control charts to determine whether a worker has been properly trained and is able to perform the job correctly.

8. Point 7 Point 7 : Institute modern methods of supervision. - The emphasis of supervisors and team leaders must be to help people to do a better job. - Improvement of quality will automatically improve productivity. - Management must prepare to take immediate action on response from supervisors and team leaders concerning problems such as inherited defect, lack of maintenance of machines, poor tools of fuzzy operations definitions. - If the supervisor’s and team leader’s job to coach the people that are being supervised.

9. Point 8 Drive out fear in the workplace - Encourage effective two-way communication and other mechanisms that will enable ‘everybody to be part of change, and to belong to it’. - Fear can often be found at all levels in an organization; - Fear that it may be necessary to learn a better way of working; - Fear that positions might be eliminated; - Fear of the effects of change on their job.

13. Point 12 Remove the barriers that rob people of their right to pride of workmanship. - This implies, abolition of the annual merit rating (appraisal of performance) and of Management by objective. - Again, the responsibility of managers, supervisors, foremen must be changed from sheer numbers to quality. - Deming claims that the system of reward used in many organizations is one of the main constraints that prevent them from developing a ‘win-win’ culture.

14. Point 13 Institute a vigorous program of education, and encourage self-improvement for everyone. - What an organization needs is not just good people; it needs people that are improving with education. - Advances in competitive position will have their roots in knowledge.

15. Point 14 Top management’s permanent commitment to ever-improving quality and productivity must be clearly defined and a structure must be created that will continuously take action to follow the preceding 13 points. - Deming stresses that the emphasis must be on action by top management, not just support.