6 Deming’s 14 Points
Chapter Table of Contents
W. Edwards Deming
W. Edwards Deming (1900-1993) applied statistical process control during World War II to help the US mobilize its war time production. After the war, Deming tried to get US companies to continue to use these ideas, but he found little response. US Manufacturers were facing soaring demand from consumers after the war, and felt little need to think about efficiency and quality. In 1950 JUSE (the Union of Japanese Scientists and Engineers), on the other hand, invited Deming to Japan to help the Japanese apply these ideas in the rebuilding of Japanese production.
Japan credits Deming for playing a major role in the success of Japanese manufacturing products, especially in Japanese improvements in quality and efficiency. The most prestigious award for quality improvement awarded in Japan (by JUSE) is called the Deming Prize.
Several anecdotes illustrate what Deming was like.
- He composed an easily sung version of the Star Spangled Banner .
- When asked how he wanted to be remembered, he said “I probably won’t even be remembered,” but added “Well, maybe … as someone who tried to keep America from committing suicide.”
- Deming’s first lectures in Japan in 1950 were transcribed and made into a book by JUSE. He donated the royalties to JUSE.
In 1980, NBC aired a documentary titled “If Japan Can … Why Can’t We?” that described Japanese progress in efficiency and quality in the automobile and electronics industries, and that also explained why the Japanese credited Deming with much of their success. As Deming said, his phone rang off the hook.
Deming’s 14 Points
What did Dr. Deming teach the Japanese? In his book Out of Crisis[1], published in 1986, Dr. Deming summarized his teaching in 14 points:
- Create constancy of purpose towards improvement of product and service, with the aim to become competitive, stay in business, and to provide jobs.
- Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for a change.
- Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
- End the practice of awarding business on the basis of price tag. Instead minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
- Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
- Institute training on the job.
- Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
- Drive out fear, so that everyone may work effectively for the company.
- Break down barriers between departments. People in research, design, sa