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Deming’s 14 Points

William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets) through various methods, including the application of statistical methods.

Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread recognition in the U.S. at the time of his death.


1.  Create constancy of purpose toward improvement of product and service, with the aim to be competitive, to stay in business, and to provide jobs.


Create and publish to all employees a statement of purpose of the aims and purposes of the company or other organization.  The management must demonstrate constantly their commitment to this statement.


2.  Adopt the new philosophy -- top management and everybody.  Western management must awaken to the challenge of a new economic age, learn their responsibilities, and take on leadership for change.


3.  Cease dependence on inspection to achieve quality.  Eliminate the need for mass inspection by building quality into the product initially. Understand the purpose of inspection,  for improvement of processes and cost reduction.


4.  End the practice of awarding business on the basis of price tag alone.  Instead, minimize total cost.  Move toward a single supplier for any one item, based on a long-term relationship of loyalty and trust.


5.  Improve constantly and forever the system of production and service,  to improve quality and productivity, and thus constantly decrease costs.


6. Institute job training,  to develop skills in new hires, to assist management to understand all processes of the organization.


7.  Teach and institute leadership.  Supervision of management and production workers should help people and machines, working together, to do a better job.


8.  Drive out fear to increase everyone’s effectiveness.  Create trust.  Create a climate for innovation.


9.  Break down barriers between departments. Optimize toward the aims and purposes of the company the efforts of teams, groups, staff areas.


10.  Eliminate slogans,  exhortations, and production targets for the work force.


11.  Eliminate numerical goals and quotas for production.  Instead, learn and institute methods for improvement.


12.  Remove barriers that rob hourly workers, as well as management, of their right to pride of workmanship.  Eliminate the annual rating or merit system.


13.  Institute a vigorous program of education and self-improvement for everyone.


14.  Institute an action plan, and put everyone in the company to work to accomplish the transformation.

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