14 principles of D eming

Dr. Deming's 14 Points for Management - The W. Edwards Deming Institute

Số 2: adopt the new philosophy

Sure, I can explain more about the principle of adopting the new philosophy of
Deming’s principles. This principle is the second of the 14 points for management that
Deming proposed in his book Out of the Crisis. The principle states that:

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 change1

The new philosophy that Deming refers to is the philosophy of quality management,
which is based on the system of profound knowledge that he developed. The system
of profound knowledge consists of four interrelated components: appreciation for a
system, knowledge about variation, theory of knowledge, and psychology2

The philosophy of quality management requires managers to understand that quality is

not only the responsibility of the workers, but also of the management and the system.
It also requires managers to focus on the needs and expectations of the customers, and
to continuously improve the processes and products that deliver value to them. It also
requires managers to use data and facts to make decisions, and to involve and
empower the workers in the improvement efforts3

Deming argues that Western management needs to adopt this new philosophy because
the old philosophy of management by results, inspection, and competition is no longer
effective in the new economic age. The new economic age is characterized by rapid
changes, global competition, and increasing customer demands. The old philosophy
leads to short-term thinking, waste, defects, and dissatisfaction. The new philosophy
leads to long-term success, innovation, quality, and loyalty123

I hope this explanation helps you understand the principle of adopting the new
philosophy of Deming’s principles. If you want to learn more about Deming’s
philosophy and how to apply it in practice, you can check out the web search results
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Số 3: cease dependence on mass inspection of deming principles

The principle of ceasing dependence on mass inspection of Deming’s principles is the
third of the 14 points for total quality management that Deming proposed in his book
Out of the Crisis. The principle states that:

Cease dependence on inspection to achieve quality. Eliminate the need for massive
inspection by building quality into the product in the first place1

The principle means that instead of relying on inspection to filter out defective
products after they are made, managers should focus on preventing defects from
occurring in the first place by designing and improving the processes that produce the
products. This way, quality is assured by the process, not by the inspection2

Some of the benefits of following this principle are:

 Reducing waste and cost: inspection consumes resources and time, and does
not add value to the product. By eliminating the need for inspection, managers
can save money and materials, and increase productivity and efficiency2
 Increasing customer satisfaction and loyalty: inspection does not guarantee that
the product will meet the customer’s needs and expectations. By building
quality into the product, managers can ensure that the product will satisfy the
customer and earn their trust and repeat business2
 Enhancing innovation and learning: inspection discourages creativity and
improvement, as it focuses on finding and fixing errors, not on understanding
and solving problems. By building quality into the product, managers can
encourage experimentation and learning, and foster a culture of continuous
improvement2

Some of the ways to implement this principle are:

 Using statistical process control (SPC) to monitor and control the variation in
the process, and to identify and eliminate the causes of defects2
 Applying the Plan-Do-Check-Act (PDCA) cycle to plan, execute, evaluate, and
improve the process2
 Involving the workers in the process improvement, and providing them with
training and education on quality methods and tools2
 Establishing partnerships with suppliers, and selecting them based on quality,
not on price2

I hope this explanation helps you understand the principle of ceasing dependence on
mass inspection of Deming’s principles. If you want to learn more about Deming’s
philosophy and how to apply it in practice, you can check out the web search results
from my tool123
What is statistical process control (SPC)?

Statistical process control (SPC) is a method of reducing waste, scrap, rework, and
quality excursions in a production facility. It uses statistical tools to predict when
product parameters may go out of specification so that appropriate corrective actions
can be taken1

Some of the statistical tools used in SPC include:

 Control charts: These are graphs that plot the values of a quality characteristic
over time and show the upper and lower control limits that indicate the range of
normal variation. Control charts help to detect when a process is out of control
due to special causes, such as machine malfunction, operator error, or
environmental change2
 Histograms: These are frequency distributions that show the shape and spread
of the data. Histograms help to analyze the distribution of the data and identify
potential problems, such as skewness, outliers, or non-normality2
 Pareto charts: These are bar charts that rank the causes of quality problems in
descending order of frequency or magnitude. Pareto charts help to identify the
most significant causes of quality problems and prioritize improvement actions2
 Scatter diagrams: These are graphs that show the relationship between two
variables. Scatter diagrams help to identify the correlation and causation
between variables and test hypotheses2

SPC was pioneered by Walter A. Shewhart at Bell Laboratories in the early 1920s and
was widely adopted by Japanese and American industries after World War II. SPC is
based on the philosophy of continuous improvement and customer focus, and aims to
achieve long-term success, innovation, and loyalty23

If you want to learn more about SPC and how to apply it in practice, you can check
out the web search results from my tool1234

Số 4: End the practice of awarding business on the basic of price alone

The 4th principle of Deming’s principles is to end the practice of awarding business
on the basis of price alone. This principle means that managers should not choose
suppliers or contractors based only on the lowest bid, but also consider other factors
such as quality, reliability, delivery, and compatibility12

Some of the benefits of following this principle are:

  Improving quality and productivity: By choosing suppliers or contractors who
can provide high-quality materials, equipment, or services, managers can
reduce the risk of defects, rework, waste, and delays in their own processes.
This can improve the quality and productivity of the final products or services,
and increase customer satisfaction and loyalty12
 Reducing total cost: By choosing suppliers or contractors who can minimize
the total cost of ownership, managers can save money in the long run. Total
cost of ownership includes not only the initial purchase price, but also the costs
of transportation, storage, maintenance, repair, replacement, and disposal. By
working with suppliers or contractors who can optimize these costs, managers
can achieve lower operating expenses and higher profits12
 Building long-term relationships: By choosing suppliers or contractors who can
establish a long-term relationship of loyalty and trust, managers can benefit
from mutual learning and improvement. Long-term relationships can foster
information sharing, problem solving, innovation, and collaboration between
the parties, and create a win-win situation for both12

I hope this explanation helps you understand the 4th principle of Deming’s principles
and its benefits. If you want to learn more about Deming’s philosophy and how to
apply it in practice, you can check out the web search results from my tool12345

Số 5: mprove constantly and forever the system of production and service

The 5th principle of Deming’s principles is to improve constantly and forever the
system of production and service, to improve quality and productivity, and thus
constantly decrease costs1 This principle means that managers should not be satisfied
with the current state of their processes and systems, but should always seek to
identify and eliminate the sources of waste, variation, and inefficiency that affect the
quality and performance of their products or services2

Some of the benefits of following this principle are:

 Increasing customer satisfaction and loyalty: By improving constantly and

forever the system of production and service, managers can ensure that their
products or services meet or exceed the needs and expectations of their
customers, and that they deliver value and quality consistently. This can
enhance the reputation and image of the organization, and create a loyal and
satisfied customer base2
 Enhancing innovation and learning: By improving constantly and forever the
system of production and service, managers can foster a culture of continuous
improvement and learning, where everyone is encouraged to experiment, test,
and share new ideas and methods. This can stimulate creativity and innovation,
 and enable the organization to adapt and respond to changing market conditions
and customer demands2
 Reducing costs and increasing profits: By improving constantly and forever the
system of production and service, managers can reduce the costs associated
with defects, rework, scrap, downtime, inventory, and inspection. This can
increase the efficiency and productivity of the organization, and improve its
profitability and competitiveness2

I hope this explanation helps you understand the 5th principle of Deming’s principles
and its benefits. If you want to learn more about Deming’s philosophy and how to
apply it in practice, you can check out the web search results from my tool1234

What are some tools and methods for continuous improvement?

Continuous improvement is the ongoing process of analyzing performance,

identifying opportunities, and making incremental changes to processes, products, and
personnel. Continuous improvement aims to achieve excellence in quality,
productivity, and customer satisfaction1

There are many tools and methods that can help you implement continuous
improvement in your organization. Some of the most common ones are:

 Kanban: This is a visual system that helps you manage and optimize your
workflows. Kanban uses cards, columns, and limits to represent the tasks,
stages, and capacity of your process. Kanban helps you monitor the progress,
identify bottlenecks, and eliminate waste2
 A3s: This is a problem-solving tool that helps you structure and communicate
your improvement projects. A3s use a single sheet of paper to capture the
background, current state, root cause, target state, action plan, and results of
your improvement initiative. A3s help you clarify your thinking, align your
team, and engage your stakeholders3
 PDCA Cycle: This is a method that helps you test and implement your
improvement ideas. PDCA stands for Plan, Do, Check, and Act. PDCA
involves planning your improvement, executing it on a small scale, checking
the results, and acting on the feedback. PDCA helps you learn from your
experiments, and adjust your actions accordingly4

These are some of the tools and methods for continuous improvement that you can use
in your organization. If you want to learn more about them, you can check out the web
search results from my tool1234

Số 6: Institute training on the job

The 6th principle of Deming’s principles is to institute training on the job. This
principle means that managers should provide effective and continuous training for all
employees, including themselves, to improve their skills, knowledge, and
performance. Training on the job should be based on the current and future needs of
the organization, and should be aligned with the goals and strategies of the system12

Some of the benefits of following this principle are:

 Improving quality and productivity: By instituting training on the job,

managers can ensure that employees have the necessary competencies and
capabilities to perform their tasks well, and to adapt to changes in materials,
methods, product design, machinery, techniques, and service. Training on the
job can also help employees to identify and solve problems, to prevent and
reduce defects, and to implement improvements12
 Enhancing motivation and morale: By instituting training on the job, managers
can show their respect and appreciation for their employees, and their
commitment to their development and growth. Training on the job can also
help employees to feel more confident and satisfied with their work, and to take
pride in their achievements12
 Building teamwork and collaboration: By instituting training on the job,
managers can foster a culture of learning and sharing among their employees,
and encourage them to work as a team, to support each other, and to learn from
each other. Training on the job can also help employees to understand their
roles and responsibilities in the system, and to communicate and coordinate
effectively with other departments and stakeholders12

I hope this explanation helps you understand the 6th principle of Deming’s principles
and its benefits. If you want to learn more about Deming’s philosophy and how to
apply it in practice, you can check out the web search results from my tool1234

What are some methods and techniques for effective training on the job?

Training on the job is a method of providing employees with the skills, knowledge,
and competencies they need to perform their tasks effectively and efficiently. Training
on the job can take various forms, such as coaching, mentoring, job rotation, job
shadowing, apprenticeship, and simulation. Some of the methods and techniques for
effective training on the job are:

 Coaching: This is a technique where an experienced employee or manager

guides and supports a less experienced employee in learning new skills or
improving existing ones. Coaching involves setting goals, providing feedback,
 and facilitating problem-solving. Coaching can help employees to develop
confidence, motivation, and self-reliance12
 Mentoring: This is a technique where a senior employee or manager establishes
a long-term relationship with a junior employee and provides them with advice,
guidance, and support. Mentoring involves sharing knowledge, experience, and
insights, and helping the mentee to achieve their career aspirations. Mentoring
can help employees to expand their network, enhance their professional
development, and increase their retention12
 Job rotation: This is a technique where employees are moved from one job to
another within the same department or across different departments. Job
rotation exposes employees to different tasks, processes, and perspectives, and
helps them to acquire a variety of skills and knowledge. Job rotation can help
employees to reduce boredom, increase motivation, and broaden their career
opportunities12
 Job shadowing: This is a technique where an employee observes and follows
another employee who performs a different or more advanced job. Job
shadowing allows employees to learn from the experience and expertise of
others, and to gain insights into the roles and responsibilities of other positions.
Job shadowing can help employees to prepare for future roles, improve their
performance, and enhance their collaboration12
 Apprenticeship: This is a technique where an employee learns a trade or
profession by working under the supervision of a qualified and experienced
worker. Apprenticeship combines practical training on the job with theoretical
instruction in a classroom or online. Apprenticeship leads to a formal
qualification or certification upon completion. Apprenticeship can help
employees to develop specialized skills, increase their employability, and earn
a wage12
 Simulation: This is a technique where an employee practices a skill or performs
a task in a realistic but controlled environment. Simulation uses tools such as
equipment, software, or games to mimic the actual conditions and challenges of
the job. Simulation allows employees to learn by doing, to receive immediate
feedback, and to correct their mistakes. Simulation can help employees to
improve their competence, confidence, and safety12

These are some of the methods and techniques for effective training on the job that
you can use in your organization. If you want to learn more about them, you can
check out the web search results from my tool123

Evaluating the effectiveness of your training programs is a crucial step to ensure that
they are meeting your learning objectives and business goals. There are different
methods and techniques that you can use to measure the impact of your training
programs on the learners, the organization, and the customers. Here are some of the
steps that you can take to evaluate the effectiveness of your training programs:

 Step 1: Define the purpose and scope of your evaluation. Before you start
collecting and analyzing data, you need to clarify why you are evaluating your
training programs, what you want to measure, and how you will use the results.
You also need to determine the level and type of evaluation that suits your
needs, such as reaction, learning, behavior, or results12
 Step 2: Select the appropriate evaluation methods and tools. Depending on the
purpose and scope of your evaluation, you can choose from various methods
and tools to collect and analyze data. Some of the common methods include
surveys, tests, interviews, focus groups, observations, and performance
indicators. Some of the common tools include control charts, histograms,
Pareto charts, scatter diagrams, and A3s. You can also use online platforms and
software to automate and streamline your evaluation process123
 Step 3: Collect and analyze the data. Once you have selected your evaluation
methods and tools, you need to implement them and gather the data from your
learners, managers, customers, and other stakeholders. You also need to
analyze the data using statistical techniques and qualitative methods to identify
the patterns, trends, and insights. You should compare the data with your
predefined criteria and benchmarks to assess the effectiveness of your training
programs124
 Step 4: Report and act on the findings. After you have collected and analyzed
the data, you need to communicate the findings and recommendations to your
target audience, such as your learners, managers, sponsors, and customers. You
should use clear and concise language, and present the data in a visual and
engaging way, such as charts, graphs, and infographics. You should also use
the findings to improve your training programs and address any gaps or issues
that you have identified125

I hope this answer helps you understand how to evaluate the effectiveness of your
training programs. If you want to learn more about this topic, you can check out the
web search results from my tool12345

explanation about 12th principle of Deming: remove barriers rob people of the pride of workmanship and
eliminate the annual rating or remit systems. Pros and cons of this principle and how to apply

The 12th principle of Deming is to remove barriers that rob people of pride of
workmanship, and eliminate the annual rating or merit system. Deming believed that
people are motivated by intrinsic factors, such as the joy of learning, the satisfaction
of doing a good job, and the recognition of peers. He argued that the annual rating or
merit system is a barrier to pride of workmanship, because it creates fear, competition,
and resentment among workers, and it discourages teamwork and cooperation.
Deming also claimed that the annual rating or merit system is based on arbitrary and
subjective criteria, and it does not reflect the true performance of workers, which is
largely influenced by the system1.

Some of the pros and cons of this principle are:

 Pros:
o It fosters a culture of trust, respect, and collaboration among workers
and managers.
o It encourages workers to improve their skills and knowledge, and to
seek feedback and guidance from their peers and leaders.
o It enhances the quality and productivity of work, by focusing on the
process and the customer, rather than on the numbers and the
rewards.
 Cons:
o It may be difficult to implement and sustain, especially in organizations
that are used to the traditional system of rewards and punishments.
o It may require a significant change in the mindset and behavior of
workers and managers, who may resist or misunderstand the new
philosophy.
o It may create challenges in measuring and evaluating the performance
of workers and managers, and in providing fair and consistent feedback
and recognition.

To apply this principle, some of the possible steps are:

 Educate workers and managers about the philosophy and benefits of

removing barriers to pride of workmanship, and eliminating the annual rating
or merit system.
 Involve workers and managers in designing and improving the system of
production and service, and in setting the goals and standards for quality and
productivity.
 Provide workers and managers with the necessary resources, training, and
support to do their work effectively and efficiently.
 Encourage workers and managers to communicate and cooperate with each
other, and to share their ideas and problems.
 Recognize and appreciate workers and managers for their contributions and
achievements, and celebrate their successes as a team.