deming philosophy

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deming philosophy in total quality management

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  • DEMING PHILOSOPHYNAVDEEP SINGH

  • Demings BackgroundMain architect for introducing Total Quality into JapanBorn 1900Graduated in Electrical EngineeringPhD in mathematical physicsBecame statistician for US govt.Sent by US govt. to Japan after WWII to advise on Japanese census.

  • Demings PhilosophyQuality is about people, not productsSuggested quality concept for designing productManagement need to understand nature of variation and how to interpret statistical dataPromoted importance of leadership85% of production faults responsibility of management, not workersEnumerated a 14-point management philosophy

  • Product Development CycleDesign the product.Make it.Try to sell it.Do consumer research and test the products uses.Redesign start the cycle all over again.

  • Achieving QualityCompanies should direct efforts towards:Innovation of productsInnovation of processesImprovement of existing productsImprovement of existing processes

  • Demings 14-point Management PhilosophyCreate constancy of purpose for continual improvement of productsCreate constancy of purpose for improvement of systems, products and services, with the aim to become excellent, satisfy customers, and provide jobs. Reduced defects and cost of development.

  • Adopt a commitment to seek continual improvementsConstantly and forever improve the system development processes, to improve quality and productivity, and thus constantly decrease the time and cost of systems. Improving quality is not a one time effort.

  • Switch from defect detection to defect preventionCease dependencies on mass inspection (especially testing) to achieve quality. Reduce the need for inspection on a mass basis by building quality into the system in the first place. Inspection is not the answer. It is too late and unreliable it does not produce quality.

  • In dealing with suppliers one should end the practice of awarding business on price. Move towards quality of product, reliability of delivery and willingness to cooperate and improve. Build partnerships.Minimize total cost. Move towards a single supplier for any one item or service, making them a partner in a long-term relationship of loyalty and trust.

  • Improvement is not confined to products and their direct processes but to all supporting services and activitiesAll functions in an organization need to become quality conscious to deliver a quality product.

  • Train a modern way.Institute training on the job. Everyone must be trained, as knowledge is essential for improvement.

  • Supervision must change from chasing, to coaching and support.Institute leadership. It is a mangers job to help their people and their systems do a better job.

  • Drive out fear and encourage two-way communication.Drive out fear, so that everyone may work effectively. Management should be held responsible for the faults of the organization and environment.

  • Remove barriers between departmentsBreak down barriers between areas. People must work as a team. They must foresee and prevent problems during systems development and use.

  • Do not have unrealistic targetsSet realistic targets. Do not place people under unnecessary pressure by asking them to do things which are not achievable. Eliminate slogans, exhortations, and targets that ask for zero defects, and new levels of productivity. Slogans do not build quality systems.

  • Eliminate quotas and numerical targetsEliminate numerical quotas and goals. Substitute it with leadership. Quotas and goals (such as schedule) address numbers - not quality and methods.

  • Remove barriers that prevent employees having pride in the work that they performRemove barriers to pride of workmanship. The responsibility of project managers must change from schedules to quality.

  • Encourage education and self-improvement for everyoneInstitute and vigorous program of education and self-improvement for everyone. There must be a continuing commitment to training and educating software managers and professional staff.

  • Publish top managements permanent commitment to continuous improvement of quality and productivity

  • THANKS