What is Edwards Deming s contribution to management theory

Deming's doctrine is concise and easy to understand, and its main point is fourteen points (deming'S 14 points) became an important theoretical basis for Total Quality Management (TQM) in this century.

1 Creating a permanent purpose for product and service improvements: C-suite management must return from the lost path of short-term goals and return to the right direction for long-term construction. In other words, we should continue to operate with the goal of improving products and services as a permanent purpose, which requires reform and innovation in all areas.

2. Adopt a new philosophy: there must be absolutely no tolerance for poor raw materials, poor handling, defective products and loose service.

3. Stop relying on large-scale inspection to meet quality standards: inspection is actually equivalent to preparing defective products, and it is too late to inspect them, and the cost is high and the benefit is low. The right thing to do is to improve the production process.

4 Abolish the low-priced practice: ** is meaningless in itself, but only in relation to quality. Therefore, procurement will change only if management redefines the principles.

The company must establish a long-term relationship with the first business and reduce the number of business people. The purchasing department must use statistical tools to judge the quality of the supplier and its products.

5 Continuous and uninterrupted improvement of production and service systems: Waste must be reduced and quality must be improved in every activity, whether it is procurement, transportation, engineering, methods, maintenance, sales, distribution, accounting, human resources, customer service and manufacturing.

6. Establish modern on-the-job training methods: Training must be planned and based on acceptable job standards. Statistical methods must be used to measure the effectiveness of training.

7. Establish a modern approach to supervision: Supervisors must let senior management know what needs to be improved. When it is known, the management must act.

8. Driving away fear: All colleagues must have the courage to ask questions, ask questions, and express opinions.

9 Break down the walls between departments: Each department should not be a matter of silos, but a team spirit. Cross-departmental quality circle activities help to improve design, service, quality and cost.

10 Elimination of Quantitative Targets for Employees: Indicators, slogans, images, and posters that motivate employees to increase productivity must be abolished. Many of the co-operative changes are often outside the control of the average employee, so these collateral will only lead to resentment.

While it is not necessary to set measurable goals for employees, the company itself must have a goal of never stopping to improve.

11 Abolition of work standards and quantitative quotas: Quotas focus on quantity rather than quality. The piecework system is even worse because it encourages the manufacture of rejects.

12 Eliminate factors that hinder the smooth running of work for junior staff: Any factors that cause employees to lose their dignity at work must be eliminated, including unclear performance at work.

13 Establish a rigorous education and training program: As improvements in quality and productivity will lead to changes in the number of jobs in some jobs, all employees are required to undergo continuous training and retraining. All training should include the use of basic statistical skills.

14. Create a senior management structure that drives the above 13 items on a daily basis.

The core of Deming's doctrine can be summarized as:

the commitment and involvement of senior management;

Teamwork;

raising awareness of quality through education;

technical training for quality improvement;

the development of standards to measure quality;

Analysis and understanding of the cost of quality;

continuous improvement of activities;

Participation of employees at all levels.

Dr. Deming famously famously said that quality doesn't have to be amazing. His honest ideas and impressive achievements are valued and respected by the business community because if these ideas are systematically and sustainably put into action, a breakthrough in total quality management can almost certainly be achieved.

In 1950, Deming put forward the strategic idea of occupying the market with lower quality and better quality for the revitalization of Japan's industry. In the early eighties, he was commissioned by Donald Peterson, CEO of Ford Motor Company, to come to Detroit. At that time, Ford Motor Company was bleeding from the impact of Japanese competitors and was struggling to recover from a quality accident.

The Pinto incident was Ford Motor Company's largest quality accident before the current tire quality incident. Deming proposed a long-term program for improving production procedures, strict production discipline and institutional reform. Dr. Deming introduced a series of statistical methods to American industry to detect and improve multiple production models, thus laying the foundation for the Six Sigma Management Method of Jack Welch and others.

Unlike many of today's quality management methods, Deming doesn't just improve production processes at the scientific level. Deming, in his characteristic hyperbolic language, emphasises that 98% of the challenge in quality management is discovering company-wide know-how.

He believes in team spirit, cross-departmental cooperation, rigorous training, and close cooperation with leading companies. These ideas are far ahead of the classic "cultivation of agency" in the 80s.

Dr. Deming, Ph.D., is a world-renowned quality management expert who is known worldwide for his outstanding contributions to the development of quality management in the world. The Deming Quality Award, named after Deming, is still the highest honor for quality management in Japan. As a pioneer of quality management, Deming's theory has always had an extremely important influence on international quality management theories and methods.

He believes that "quality is the most economical means to make the most useful products on the market." Once product quality is improved, productivity automatically increases. ”