Deming and Total Quality Management

Before we discuss Deming and his principles you need to understand what total quality
management TQM is if you want to produce a quality product or service you need to have a good,
an effective management and leadership and there must be, should be clear communication
between the management and the workers. workers should not have a fear to discuss issues at the
workplace or in some cases there may be some personal issues TQM and Six sigma I will discuss six-
sigma in my next lecture have been the essence basis of success you have to see that quality has
been an integral part at every level in the organization for example you make a phone call and ask
what you want and the product is delivered at your doorstep these days you must have seen an
increase of shopping online due to corona pandemic the point I want you to understand is the
leadership management, the second thing I like to like to say is about the globalization, modern
globalization has created the competitiveness and pressure on the organizations to adopt new
technologies and those organizations who have been adopting new technologies bringing new
innovations in their products and services profiting better comparatively to others and those
companies which are keeping customers in front they are today selling their products and services
to the world as I have said many times that quality starts with customers and ends with customers
so you have to and you must understand what your customer wants and how one can- you satisfy
the customers Deming has emphasized that if you improve the quality you can reduce the expenses
because producing low quality and then improving later on would involve more expenses so why not
bring quality in the product or in the service in the beginning and Deming has been always there
advocating to bring quality in service or in your products and his famous book out of crisis he wrote
in 1982 and that book has made him very famous because he introduced quality management, he
is not the creator of total quality management but he is credited that he started the movement of
quality management, he introduced 14 points we could have now considered as principles and now
these are the standards on quantity transformation it would be less costly to prevent defect than
detect defects.
now TQM there is no single definition of the TQM as I said it is essentially a management philosophy
in which everyone in organization try continuously to improve customer’s satisfaction there is a
planned improvement that is you have to plan as how to bring improvement in you product or
service you have to assess where you are standing and where you want to go and how you would go
about you cannot you cannot improve within one day a continuous efforts required are required
the best example that I can give you is about hospital services, hospital always embrace bring in
continuous improvement philosophy so that the best patients care is the hospital management
satisfaction.
just for a moment think for a second that this mobile in your hand has been evolved developed
through several stages and processes from raw material to finish product all these activities have
impact the quality what you deliver and a simple mistake or miscalculation in one small area can
affect everything else so in other words a poorly planned and executed processes shall result in
poor quality and for all that you need to have correct system in place and if you have good
system you will have much higher chance of getting the right order and satisfy your customer so
every department must or has to be involved to produce and deliver quality product it has been said
that defects in quality are often built into the system and not essentially caused by deficiencies of
people therefore the identification of the problem is the basic to their correction once you identify
the problem you can find the way to correct it and finally the ultimate responsibility for the quality
product is development manager and if there are any deficiencies in TQM it means it is the failure of
managers including development manager that they do not understand the concept of quality.

now lets discuss Deming’s 14 points: number one Create purpose for improvement you must have
purpose, a reason for improvement this is important, the manager must ensure that company’s
vision is understood by all his workers and they must continuously work to achieve that aim or
purpose because if you do not have a plan or a purpose in front you cannot bring a change in the
existing product or service so you must plan not only for today for tomorrow as well because there
is no because there are no short term solutions you have to plan long term long term planning is
required it is not that it is not what you are producing and then producing the same product batter
and batter no you have to find the things to improve in that product or service and this and this is
only possible if you if you the face the future challenges and I keep goal in mind to get better and
better.
number 2 adopt the new philosophy that is bring in new innovation and bringing new innovations is
the key for survival in this competitive world you can bring innovation in your product or service if
you put your customer needs first rather than react to the competitive pressure by other
organizations there is always a pressure to bring a change in design the product you have to create
quality vision quality vision and implement it.
number 3 cease dependence on inspection to achieve quality by this mean that quality cannot be
achieved only by inspection by inspection time is wasted and it brings cost to the product and then
inspection may not be perfect o causing some defects to pass on to the customer in other words
defects are symptoms which are removed by inspections whereas disease root cause remains and
also sometimes it has been seen that inspection create gap between people and processes that
introduce defects so inspections are always costly and then unreliable they do not improve quality
they merely find lack of quality then why not why not build quality into the process from the start to
finish you can use statistical control methods not just physical inspection alone to prove that the
process is working
number 4 work with one supplier to reduce cost this means add quality relies on consistency in
other words if there are less variations input then there will be less variation in the output look at
the supplier as your partners in quality and encourage them to spend some time with you in
improving their quality and finally analyze the total cost not just the initial cost of the product and
you can use different statistical quality methods to ensure that the supplier meet your quality
standards .
number 5 continuous improvement by this Deming means continuously improve your system and
processes he always promoted the plan do check act approach to process analysis and
improvement then training and education so everyone can do their job better l there are different
methods models such as kaizen (kai= change, zen= good) to reduce waste and improve productivity
effectiveness and safety.
number 6 on the job training employees should always be encouraged to have training on the job
employees should be trained on the jobs training on quality techniques training should be a
continuous process because when new technologies are introduced you have to train your staff
accordingly otherwise they will not be able to perform better job they must be continuously trained
in other words other words training environment should be created within the organization so that
every employee get encouraged for the training for effective teamwork.
number 7 implement leadership: again this is important the attitude of supervisor towards workers
should be of a facilitator, errors committed by workers should be treated by the supervisor as an
opportunity to learn the process and the system better rather than blaming them for the errors
teamwork should be promoted and rewarded Deming suggested that manager who spends 4 to 12
years on the floor factory should be taken as a supervisor or manager because he would know the
ground realities of the employees, in other words supervise your workers, provide them support
and sources so that each staff member can do his or her best. Be a coach instead of a policeman.
Figure out what each worker actually needs to do his or her job best.
number 8 drive out fear encourage this works to give quality improvement ideas without any fear in
other words people workers to perform at their best by ensuring that they are not afraid to express
their ideas make sure workers feel valued there are very important team members he should know
manager or supervisors are easily approachable they can easily communicate with them.
number 9 breakdown barriers between staff areas. The barriers between departments and
individuals should be removed, problems should not be handled within strict functional limits and
concern raised by related functional areas should not be ignored build a vision which shared by all.
number 10 no slogans posters add. slogans should be removed, these must not be used to do to tell
the workers to work harder. instead, he should be provided with tools and training so that they work
smarter leading to better quality. let the people know exactly what you want, don't make them
guess. don't let words end nice sounding phrases, replace effective , outline your expectations and
then praise these people face to face for doing good work
number 11 eliminate management by objectives or numerical goals. numerical targets and
standards may affect quality we should look at how the process is carried out not just by numerical
targets Deming said that production targets encourage high output and low quality in other words
reasonable medical targets make the workers satisfied while excessive demanding targets may lead
to compromise the quality in order achieve the targets such targets cannot be eliminated but can be
put in a way that they should not affect the quality. MEASURE THE PROCESS RATHER THE PEOPLE
BEHIND THE PROCESS.
number 12 remove annual rating or merit system this is very import principle that everyone in the
organization should take the pride in their work without being rated or compared with others we
start comparing one worker with the other which is which is not good this should be discourage
every worker has its own jobs to perform so it will not be wise to start competing workers.
number 13 institute education and self improvement programs by this it means to improve skills
of workers and always encourage the workers to learn new skills so that they are ready to face new
changes and challenges, in fact building new skills should be part of their job,
number 14 all workers in the transformation you can improve the overall performance of an
organization if everyone in the organization take a step toward and this can only be achieved if we
analyze all steps small or big and how these steps can help to achieve the quality