Deming 14 Points of Total Quality Management

An hour saved at the non-bottleneck is a mirage.

 Eliyahu M. Goldratt, The Goal

Total Quality Management (TQM) is a complete strategy for raising the calibre and effectiveness of an organization’s operations and output. The philosophy of W. Edwards Deming, a prominent statistician, professor, author, lecturer, and consultant who made a substantial contribution to the advancement of contemporary quality management, lays at the foundation of TQM. The 14 TQM Principles of Deming act as a road map for businesses aiming for excellence and ongoing development.  We will discuss deming 14 points and their importance in achieving operational excellence in this blog article.

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A big part of the credit for the emphasis on quality in business to achieve success goes to Dr. W. Edwards Deming. Deming, a statistician who travelled to Japan to assist with the post-World War II census, also instructed CEOs of well-known Japanese corporations in statistical process management. His message was that by raising quality, businesses could cut costs while also boosting output and market share.

Create constancy of purpose

One of the core ideas of W. Edwards Deming’s Total Quality Management (TQM) is to create constancy of purpose. This concept focuses on the significance of creating and upholding a distinct, long-term vision and mission for an organisation. Here is a more detailed explanation of how to achieve constancy of aim inside the TQM framework:

• Establish a Clear Vision and Mission: Start by outlining a compelling and clear vision for your company. This vision should describe the long-term goals of the organisation. Establish a mission statement that simply explains the organization’s goals, core principles, and strategy for achieving its vision at the same time.
• Alignment at All Levels: Make sure that everyone in the organisation, from top leadership to front-line workers, understands and supports the vision and mission. These tenets should be understood by everyone and adhered to.
• Focus on the long term and refrain from making snap decisions or thinking quickly. Instead, stress the significance of long-term objectives and plans that fit the declared aim. Prioritising goals that support the organization’s ongoing success and relevance entails doing this.
• Communication and Reinforcement: Regularly inform all stakeholders of the vision and mission. To emphasise the significance of these guiding concepts, use a variety of communication methods and instruments. Leaders should provide a good example for others to follow and frequently mention the vision and mission in their choices and actions.

Read Also: What Is Continual Improvement? Difference Between Continuous And Continual Improvement

Constancy of purpose requires continuing commitment to keeping a sharp and unwavering focus on the organization’s long-term goals rather than a one-time effort. This notion can be ingrained into the organisational culture through TQM, ensuring that everyone collaborates to achieve excellence and continual improvement.

Adopt the new philosophy

One of W. Edwards Deming’s 14 Principles of Total Quality Management (TQM), “Adopt the new philosophy,” is a key idea in the pursuit of excellence and continuous improvement inside a company. The adoption of a novel and paradigm-shifting approach to thinking about processes, systems, and relationships is encouraged by this idea. Here are some tips for successfully incorporating the new mindset into TQM:

• Adopt holistic thinking: Discard conventional, compartmentalised thinking and acknowledge the interconnectedness of all elements inside your organisation. Recognise that alterations or advancements in one area may have a rippling impact on the entire system. Encourage staff to consider roles and departments outside of their current ones.
• Focus on the consumer instead of the product: Change your way of thinking to be more customer-centered. Recognise the preferences, needs, and expectations of your customers. Gain a thorough grasp of the value that your customers receive from your products or services, and utilise this information to guide decision-making.
• Making judgements based on data and evidence rather than assumptions or intuition is known as “data-driven decision making.” Implement data gathering and analysis procedures to pinpoint areas that need improvement and precisely gauge the effects of adjustments.
• Stress the need of a culture of continual improvement, where even the most effective processes may be improved upon. Encourage staff members to look for chances for innovation and efficiency in their regular job.

Organisations may promote a culture of continual innovation, flexibility, and improvement by incorporating the new concept as a fundamental TQM principle, positioning themselves for long-term success and excellence.

Cease dependence on mass inspection

One of the 14 Principles of Total Quality Management (TQM) outlined by W. Edwards Deming is to “cease dependence on mass inspection.” This idea contradicts the conventional view of quality management, which places a strong emphasis on inspecting and testing finished goods or processes. Instead, it encourages a move towards avoiding errors and flaws in the first place. Here is how to effectively apply this principle in the context of TQM:

• Focus on Prevention: Stress the value of preventing errors from occurring in the first place rather than waiting for mistakes or flaws to develop before attempting to identify and fix them through inspection. This entails locating potential sources of flaws and fixing them from the inside out.
• Process Improvement: Process improvement is a key component of TQM. To find the places where errors are most likely to happen, extensively analyse your processes. Implement process improvements and modifications to lessen the likelihood of mistakes.
• Training and Skill Development: Ensure that your staff members are properly trained and have the skills needed to carry out their duties. They can learn about the value of quality and how to achieve it through training.
• Standardisation: Create standardised work processes and best practises documentation. Process consistency is improved by standardisation, which also lessens the variability that can result in errors.

Organisations can decrease faults, enhance quality, and ultimately save time and costs by shifting away from mass inspection and putting more of an emphasis on preventive. This proactive strategy assists organisations in achieving sustained excellence and is in line with the fundamental TQM concepts.

End the practice of awarding business based on price

Among W. Edwards Deming’s 14 Principles of Total Quality Management (TQM), “End the practise of awarding business based on price” is one. This approach encourages businesses to stop choosing suppliers and making purchases only primarily on pricing and start taking into account the overall value and quality that a supplier may offer. Here is how to effectively apply this principle in the context of TQM:

• Value-Based Procurement: Reorient your priorities to consider the whole value a supplier may provide rather than just looking for the lowest price. Take into account aspects including product quality, dependability, punctuality, and the supplier’s dedication to ongoing improvement.
• Supplier Evaluation: Establish a thorough method for evaluating and assessing suppliers. This procedure should take into account factors other than pricing, like the supplier’s track record for quality, their capacity to satisfy requirements, and their responsiveness to problems and customer feedback.
• Total Cost of Ownership (TCO): When assessing suppliers, compute the total cost of ownership. Along with the purchase price, this also takes into account expenditures for upkeep, warranties, shipping, and repairs for flaws or non-conformance.
• Long-Term Relationships: Try to build enduring bonds of trust and cooperation with your suppliers. A commitment to quality, improved communication, and shared improvement goals can all result from developing great relationships with suppliers.

Organisations can increase the dependability of their suppliers, improve the quality of their goods and services, and ultimately increase customer satisfaction by abandoning the practise of awarding contracts based solely on price and implementing a more comprehensive strategy that prioritises quality and value. This encourages long-term success and is consistent with TQM’s fundamental tenets.

Constantly improve the system

One of W. Edwards Deming’s 14 Principles of Total Quality Management (TQM) is to “constantly improve the system.” This idea emphasises the significance of constant, methodical improvement across the board for an organisation. Here is how to effectively apply this principle in the context of TQM:

• Create an organisational culture that supports and promotes continual improvement by establishing a culture of it. Everyone should be aware that improvement is a continuous process and a shared duty, from senior leadership to front-line staff.
• Accept the Plan-Do-Check-Act (PDCA) cycle, commonly referred to as the Deming cycle or Shewhart cycle. Planning (identifying a problem or opportunity), doing (implementing changes), checking (assessing results), and acting (making adjustments) are all parts of this systematic methodology. Continue this cycle without stopping.
• Establish Clearly Defined Goals: Establish Clearly Defined Improvement Objectives. Achieve alignment between these goals and the organization’s overall mission, vision, and strategic plan.

Organisations may adapt to changing conditions, increase efficiency, cut waste, provide higher-quality goods and services, and eventually achieve sustained success by continuously improving the system. This fundamental TQM principle is crucial for preserving competitiveness in the fast-paced corporate climate of today.

Also read: Top 100 Quality Transformation Quotes

Institute training and retraining

One of W. Edwards Deming’s 14 Principles of Total Quality Management (TQM) is “Institute training and retraining”. This principle emphasises the value of putting money into employee training and development to make sure they have the skills and knowledge necessary to effectively contribute to the organization’s quality and improvement efforts. Here is how to effectively apply this principle in the context of TQM:

• Assess Training requires: To start, decide what kind of training your company specifically requires. To identify the knowledge and skill gaps that exist among employees at all levels, conduct a thorough assessment.
• Make a Training Plan: Create a thorough training plan that details the training’s goals, strategies, materials, and schedule. The general objectives and actions for quality development of the organisation should be in line with this strategy.
• Offer Orientation Training: Provide orientation training to new hires to inform them about the organization’s culture, values, criteria for excellence, and expectations. Make sure they are aware of the significance of quality in their positions from the beginning.
• Foster a culture of continuous learning where people are aware that learning is a continual activity rather than a one-time occurrence. Encourage them to assume responsibility for their own growth.

Organisations can provide their employees with the information and skills necessary to promote quality improvement, adapt to changing conditions, and contribute to the overall success of the organisation by implementing training and retraining as a core component of TQM. The importance of investing in human capital as a way of achieving excellence and ongoing progress is emphasised by this principle.

Adopt and institute leadership

One of the 14 Principles of Total Quality Management (TQM) outlined by W. Edwards Deming is to “adopt and institute leadership.” The importance of leadership in creating and sustaining a culture of quality and continual improvement within an organisation is highlighted by this idea. The best way to use this principle in the context of TQM is as follows:

• Lead by Example: Through their own actions and behaviours, leaders should model quality and ongoing progress. They must exhibit a steadfast dedication to TQM principles, with a particular emphasis on customer satisfaction, data-driven decision-making, and process improvement.
• Clear Vision and Values: Leaders should present a compelling vision for the future of the organisation, highlighting the significance of quality and ongoing improvement. To help you make decisions, align the organization’s values with this vision.
• Employee Empowerment: Leaders should encourage participation in projects for quality improvement from staff members at all levels. Encourage them to express their thoughts and worries and include them in the decision-making and problem-solving processes.

Organisations can establish an atmosphere where quality and continuous improvement are not simply projects but essential elements of the organisational culture by embracing and implementing leadership in TQM. In order to lead the organisation on its path to excellence and long-term success, effective leadership is crucial.

Drive out fear

Among W. Edwards Deming’s 14 Principles of Total Quality Management (TQM), “Drive out fear” is one. This principle emphasises the value of fostering an environment at work where staff members are free to express their problems, ideas, and proposals without fear of retaliation or other unfavourable outcomes. The best way to use this principle in the context of TQM is as follows:

• Encourage Open Communication: Encourage open and honest communication at all organisational levels. Ensure that staff members feel free to voice their opinions, whether they are about addressing quality problems, streamlining processes, or something else.
• Active Listening: Teach managers and leaders to pay attention to the concerns and suggestions of their staff. Employees should feel valued when you show real interest in what they have to offer.
• Provide anonymous reporting options so that staff members can voice their concerns or offer feedback. Employees may feel more at ease disclosing sensitive information as a result.

Organisations may access their employees’ collective wisdom and creativity by eliminating fear and fostering a culture of psychological safety. In line with the fundamental tenets of TQM, this encourages a sense of ownership, involvement, and dedication to quality and continuous development.

Also read: Quality Management System- Purpose & 7 benefits

Break down barriers between departments

• Promote a Unified Vision: Make sure all departments have a shared mission and vision that are in line with the overall objectives of the company. This common goal contributes to the development of a sense of purpose that goes beyond departmental goals.
• Create cross-functional teams to work on initiatives and projects that call for input and knowledge from various departments. Cross-functional teams promote cooperation and dismantle organisational silos.
• Ensure that top leadership is in sync with the objective of removing departmental impediments. Cross-functional projects should have the active support and participation of leaders.

The objectives of TQM, which include raising customer happiness, decreasing waste, and improving product quality, must be accomplished in part through removing barriers between divisions. Organisations may respond to problems more quickly, grab chances for improvement, and ultimately reach higher standards of quality and performance when departments function cohesively.

Eliminate slogans and exhortations

One of W. Edwards Deming’s 14 Principles of Total Quality Management (TQM) is to “Eliminate slogans and exhortations.” This notion pushes businesses to shift their attention away from exhortations or motivational slogans and towards systemic methods for achieving continual improvement. The best way to use this principle in the context of TQM is as follows:

• Develop Intrinsic Motivation: To motivate staff members, cultivate an environment that supports intrinsic motivation rather than relying on catchphrases and exhortations. Encourage staff to take pride in their work and to find significance in their part in the success of the company.
• Establish a shared organisational vision and a set of guiding principles for behaviour and decision-making. Make sure that these values emphasise the value of quality and ongoing progress and are consistent with TQM’s guiding principles.
• Leadership by Example: In order to show their dedication to quality and ongoing improvement, leaders should set an example for others to follow. Their conduct and behaviour ought to be consistent with TQM’s ideals and tenets.

Organisations can achieve long-lasting achievements and more fully engage their workforce in the quest of excellence by doing away with slogans and exhortations in favour of concentrating on creating a culture of quality and continual improvement. This strategy promotes a more thorough and long-lasting commitment to quality and is consistent with the fundamental ideas of TQM.

Eliminate numerical quotas

Among W. Edwards Deming’s 14 Principles of Total Quality Management (TQM), “Eliminate numerical quotas” is one. This guideline discourages arbitrary numerical targets for staff, avoiding unproductive behaviors and emphasizing quality over quantity. Instead, a focus on process and quality improvement is necessary. The best way to use this principle in the context of TQM is as follows:

• Put more of an organisational emphasis on process improvement rather than meeting quotas. Encourage staff members to spot process bottlenecks, inefficiencies, and areas where they might be improved.
• Place a strong emphasis on the value of quality over quantity. Make it clear that prioritizing high-quality goods or services comes first, with quantity as a secondary focus.
• Customer-Centric Metrics: Instead of relying merely on numerical targets, create metrics and Key Performance Indicators (KPIs) that are focused on the needs of the customer. As important success indicators, evaluate customer satisfaction, product quality, and on-time delivery.

Organisations may establish an environment where people are empowered to innovate, offer better products and services, and ultimately increase customer happiness by doing away with numerical quotas and focusing on process and quality improvement. This strategy encourages a culture of continuous improvement and is consistent with the fundamental ideas of TQM.

Remove barriers to pride in workmanship

One of the 14 Principles of Total Quality Management (TQM) outlined by W. Edwards Deming is to “Remove barriers to pride in workmanship.” This principle emphasises the need of developing a work environment where personnel can produce high-quality goods or services and take pleasure in their work. The best way to use this principle in the context of TQM is as follows:

• Foster a culture that values and gives priority to quality in all facets of the organisation. Make certain that workers are aware of how important it is for them to provide high-quality goods or services.
• Leadership Support: Make sure that leaders champion a culture of pride in one’s job. Leaders should provide a good example for their followers and prioritise excellence in their own work.
• Encourage people to take responsibility for their work and make decisions. Employees are more likely to take satisfaction in their contributions when they feel like they have power and autonomy.

Organisations can foster a culture where workers are inspired to continuously deliver high-quality goods or services by removing obstacles to pride in workmanship. This dedication to quality is consistent with TQM’s fundamental tenets and increases customer happiness as well as organisational success.

Institute a vigorous program of education and self-improvement

One of the 14 Principles of Total Quality Management (TQM) outlined by W. Edwards Deming is to “implement a vigorous programme of education and self-improvement.” This principle places a strong emphasis on the value of ongoing learning and growth for both people and organisations. The best way to use this principle in the context of TQM is as follows:

• Establish a Culture of Learning: Promote a culture of learning and self-improvement throughout the organisation. Encourage your staff to consider learning a lifelong endeavour.

• Make sure that the leadership is dedicated to and actively promotes educational programmes. Leaders should set a good example for others to follow and work on improving themselves.
• Needs Analysis: Conduct regular analyses to determine the employees’ needs for self-improvement and education at all organisational levels. The aims of the organisation and the individual should be the basis for this evaluation.

Organisations can enable their employees to advance their knowledge and skills by putting in place a robust programme of education and self-improvement. This dedication to learning and development helps employees participate to quality improvement initiatives and successfully adjust to changing conditions, which supports the TQM tenets.

Also read: Why Quality Transformation is Important in VUCA?

Put everyone to work on accomplishing the transformation

In line with the overarching philosophy of W. Edwards Deming’s 14 Principles, “Put everyone to work on accomplishing the transformation” is a fundamental TQM principle. This principle emphasises the idea that attempts to improve quality and restructure the company should involve and engage everyone, from top leadership to front-line staff. The best way to use this principle in the context of TQM is as follows:

• Leadership Commitment: Make sure that the top leadership is totally dedicated to the transformation process and sets the bar high for others to follow. Leaders should express their commitment to TQM concepts and quality improvement.
• Engage All Staff Members: Participate all staff members in the change process. convey the significance of their contributions to the accomplishments and efforts at quality development of the organisation.
• Training and Education: Assure that all staff members are familiar with the TQM’s guiding concepts and practises by providing training and education. Give them the information and abilities they need to participate successfully.

Organisations can utilise the combined energy, creativity, and skill of their whole workforce by putting everyone to work on completing the transition. The concepts of TQM are in line with this comprehensive approach, which results in more durable and successful quality improvement initiatives that ultimately increase customer satisfaction and organisational success.

3 Best TQM (Total Quality Management) Deming Principles Books

Global Reader’s Click Below:

1. Quality Management Demystified
2. Quality Management for Organizational Excellence: Introduction to Total Quality
3. Total Quality Management: Strategic Planning

India Reader’s Click below:

1. Total Quality Management (TQM)
2. QUALITY MANAGEMENT
3. Total Quality Management

Toyota, Fuji, and Sony, among other Japanese companies, saw considerable success after implementing Deming’s principles. Their prices were lower, and their quality was significantly better than that of their international rivals. Japanese goods were in great demand, and by the 1970s, many of these businesses dominated the world market. American and European businesses understood they had to pay attention to the quality revolution.

As a result, the corporate sector gained a fresh understanding of how quality affects both production and price. Despite not having coined the term “Total Quality Management,” Deming is credited with launching the trend. Before 1982, when he published the book that bears the current title “Out of the Crisis,” which encapsulated his renowned 14-point management theory, he didn’t earn much credit for his work

Conclusion

Deming’s 14 Principles of Total Quality Management offer organisations a road map for success in today’s cutthroat business environment. Organisations can promote a culture of continuous improvement, customer happiness, and employee engagement by embracing these concepts, which will ultimately result in enhanced procedures, goods, and services. TQM is a mindset that can transform organisations and put them on a path to long-term success, not merely a collection of rules.

Key Takeaways

• For the purpose of reaching and maintaining high standards, continuous improvement is essential.
• Better results are achieved when people are engaged and their goals are in line with the quality objectives.
• Putting the needs of the consumer first guarantees long-term success and a competitive edge in the market.

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