“Dr. W. Edwards Deming”
Dr. Deming, compared to other quality gurus (Philip B. Crosby, Dr. Stephen R. Covey, Armand V. Feigenbaum, Joseph M. Juran, Walter A. Shewhart, Genichi Taguchi) was the most critical about MANAGEMENT. This is shown through his:
Fourteen Obligations of Top Management, and his Seven deadly diseases that Management must cure.
I am a big fan of Dr. Deming’s fourteen obligations of Top Management. It inspired me so much when I started working in quality. The Fourteen Obligations of Top Management became a part of my daily work.
The Fourteen Obligations of Top Management:
- Create constancy of purpose for improvement of products and services
- Adopt a new philosophy
- Cease dependence on inspection as a way to achieve quality
- End the practice of awarding business based on price alone
- Improve constantly every process for planning, production, and services
- Institute training on the Job
- Adopt and institute leadership
- DRIVE OUT FEAR
- Break down barriers between departments
- Eliminate slogans, exhortations, and targets for the workforce
- ELIMINATE NUMERICAL QUOTAS
- Remove barriers that stand between workers and their pride of workmanship. The same for all salaried people
- INSTITUTE PROGRAMS FOR EDUCATION AND RETRAINING
- PUT EVERYBODY IN THE COMPANY TO WORK ACCOMPLISHING THE TRANSFORMATION
Dr. Deming left us with brilliant information, but I am certain that till this day a lot organizations are not following, and or using his information to keep improving.
I have seen organizations:
- With lack of constancy of purpose
- Where employees are working in fear
- Where Quantity is much more important then QUALITY
- With NO education, nor retraining program.
- Where employees don’t feel like they are part of the organization
1.Why are we (organizations, managers, owners, directors, quality professionals) still neglecting this valuable information?
- Are you experiencing this at your workplace?