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w.e.deming.ppt

w.e.deming.ppt

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Published by Nikhil Shetty
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Published by: Nikhil Shetty on Mar 18, 2013
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GROUP MEMBERS
• • • • • • • • RUTURAJ MENGAR VAISHNAVI INGLE NIKHIL SHETTY MITESHA RAHANE VRUSHALI JOSHI BHUVAN DAVE ANKUR MUSALE SNIGDHA BANSODE 09 10 11 12 13 14 15 16

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CUSTOMER SATISFACTION PRICES QUALITY COSTS MARKET SHARE PRODUCTIVITY PROFITS .

Deming’s 14 points .

Point 1: Create constancy of purpose. mission. they are social entities whose basic purpose is to serve their customers and employees. o An organization must define its values. o Businesses should not exist simply for profit. and vision of the future to provide long-term direction for its management and employees. o Do you have clear goals for the organization communicated to all employees?????? .

o Companies must take a customer-driven approach based on mutual cooperation between labor and management and a never-ending cycle of improvement.Point 2: Learn the New Philosophy. o We want to develop long term beneficial relationships with our suppliers and customers. .

. • Inspection should be used as an informationgathering tool for improvement. but does not add value to the product. • Routine inspection acknowledges that defects are present.the principal means of quality control.Point 3: Cease dependence on mass inspection. not as a means of “assuring” quality or blaming workers. • Inspection .

o The supplier and manufacturer must be considered as a macro organization. o Deming urged businesses to establish long-term relationships with fewer suppliers.Point 4: End the practice of awarding business on price tag. o Stop Making Decisions Purely on the Basis of Cost. leading to loyalty and opportunities for mutual improvement. .

everyone should be involved in continuous improvement activities every single day. productivity improves and costs decrease. . o Deming chain reaction: When quality improves.Point 5: Constantly improve the systems. o At all levels. and from understanding the manufacturing and service delivery process. o Improved design of goods and services comes from understanding customer needs and continual market surveys and other sources of feedback.

o If all employees are learning and growing every day. o Demonstrates to workers that the company is dedicated to helping them and investing in the future. . adds to worker morale. competition will be only a figment of our imagination.Point 6: Institute modern methods of training on the job o Results in improvements in quality and productivity.

. not supervision. o Supervision – simply overseeing and directing work.Point 7: Institute modern methods of supervision and leadership o The job of management is leadership. set the tone and insure that everyone is on board at every moment. o Leadership – providing guidance to help employees do their jobs with less effort. o The leaders select the music.

• Fear encourages short-term thinking. • Fear is a cultural issue for all organizations.Point 8: Drive Out Fear • Fear is manifested in many ways: fear of reprisal. . and fear of change. • Ask your associates what they fear and then do whatever is necessary to get rid of it. fear of failure. fear of relinquishing control. fear of the unknown.

customers and all employees.Point 9: Break down barriers between departments o Teamwork helps to break down barriers between departments and individuals. . o Barriers between functional areas occur occurs when managers fear they might lose power. o Lack of cooperation leads to poor quality. o Find ways to open communications between suppliers.

not the workers.Point 10: Eliminate slogans o Causes of variation stemming from the design of the system are management’s problem. o Value is placed on doing and demonstrating. .

• Goals are useful. .11Eliminate numerical goals for the work force • Many organizations manage by the numbers. but numerical goals set for others without incorporating a method to reach the goal generate frustration and resentment. • Management must understand the system and continually try to improve it. rather than focus on short-term goals.

broad education for selfimprovement • Organizations must invest in their people at all levels to ensure success in the long term • Developing the worth of the individual is a powerful motivation method .12Encourage Education and SelfImprovement • Continuing.

TO GET SOME MONEY. THERE iS NOT MUCH JOY IN THAT • REWARD FOR MERIT CAUSES STRIFE AND CONTENTION .Remove barriers to pride of workmanship • WHAT DO YOU HAVE WITHOUT PRIDE OF WORKMANSHIP? JUST A JOB.

Point 14: Take Action • Create a structure in top management that will push every day on the above 13 points .

.Quotes • Deming says quite bluntly that if the boss of every staff areap erceives (or indeed is told) that his objective is to maximize his department's profits then the company will fail.

Appreciation of a system: understanding the overall processes involving suppliers. Knowledge of psychology: concepts of human nature. 2. producers. .The Deming System of Profound Knowledge • Deming advocated that all managers need to have what he called a System of Profound Knowledge. Theory of knowledge: the concepts explaining knowledge and the limits of what can be known. consisting of four parts: 1. Knowledge of variation: the range and causes of variation in quality. and customers (or recipients) of goods and services (explained below). 4. and use of statistical sampling in measurements. 3.

System of Profound Knowledge .

but will not compromise. and – Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past. will: – Set an example. – Be a good listener.The Deming System of Profound Knowledge • The individual. once transformed. – Continually teach other people." .

Plan-Do-Check-Act .

Seven Deadly Diseases • Lack of constancy • Emphasis on short-term profits Short-term thinking • Personal review systems • Mobility of Management: Job-Hopping • Use of visible figures • Excessive Medical Costs • Excessive costs of liability .

automation gadgets. and new machinery will transform industry • Search for examples • Our problems are different • Obsolescence in schools • Poor teaching of statistical methods in industry .Obstacles • Hope for instant pudding • The supposition that solving problems.

• Use of military standard 105D and other tables for acceptance • Our quality control department takes care of all our problems of quality • Our troubles lie entirely in the work-force • False starts • We installed quality control • The unmanned computer .

• The supposition that it is only necessary to meet specifications • The fallacy of zero defects • Inadequate testing of prototypes • Anyone that comes to try to help us must understand all about our business .

• The supposition that it is only necessary to meet specifications • The fallacy of zero defects • Inadequate testing of prototypes • Anyone that comes to try to help us must understand all about our business .

Deming price for individuals & Deming price for overseas companies. The award process is overseen by Deming Prize Committee of the Union of Japanese Scientists and Engineers ( JUSE ).Deming Prize Award named in honor of W. Edwards Deming. . There are three separate divisions for the award Deming application price. Japan. in Tokyo.

transmission. Organization and its management 3. Effects ( Results ) 10. Collection. and utilization of information on quality 5. Quality Assurance 9. Control 8. Company policy and planning 2. Future plans .Deming Prize The following 10 criteria are used for assessing the Deming prize:1. Analysis 6. QC Education 4. Standardization 7.

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