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About Dr. W. Edwards Deming

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  • #53557

    yu
    Participant

    Hi to all,
    Recently i read some material about Dr. Deming. He is very great man. About his 14 points for managing the improvement of quality, productivity, and competitive position, as follow:
    1. Create constancy of purpose for improving products and services.
    2. Adopt the new philosophy.
    3. Cease dependence on inspection to achieve quality.
    4. End the practice of awarding business on price alone; instead,
    minimize total cost by working with a single supplier.
    5. Improve constantly and forever every process for planning, production,
    and service.
    6. Institute training on the job.
    7. Adopt and institute leadership.
    8. Drive out fear.
    9. Break down barriers between staff areas.
    10. Eliminate slogans, exhortations, and targets for the workforce.
    11. Eliminate numerical quotas for the workforce and numerical goals
    for management.
    12. Remove barriers that rob people of pride in their work, and eliminate
    the annual rating or merit system.
    13. Institute a vigorous program of education and self-improvement
    for everyone.
    14. Put everybody in the company to work to accomplish the transformation.

    I have some question about the NO 10 and NO 11, why to eliminate slogans, exhortations, and targets for workfore and why to eliminate numerical quotas and goals?
    I really don’t know why? Nowadays, there are many slogans, exhortations, targets,quotas and goals about quality control in many companies.
    Will some one give me some reason about this question? Thanks a lot.

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    #190673

    MBBinWI
    Participant

    Dr. Deming observed that oftentimes management created a slogan but that was the end of the actions. It is much better to let actions speak, not banners and slogans.
    As for #11, what Dr. Deming was warning about is that often the wrong metrics are selected. In one recent company that I worked at, the desired outcome was to get some number of people trained. This was quantified in a metric of certificates issued. Needless to say, many certs were issued, but few folks werre actually trained. There are only a few metrics that really matter. The rest are meant to justify kingdoms and budgets (look closely at most of them – like the certs metric and you’ll find this to be a truism) and because too few people really know how to lead – they like to manage. Just my humble interpretation.

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    #190674

    Andrew Banks
    Participant

    Right on as usual sir.

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    #190675

    yu
    Participant

    MBBinWI wrote:

    Dr. Deming observed that oftentimes management created a slogan but that was the end of the actions. It is much better to let actions speak, not banners and slogans.
    As for #11, what Dr. Deming was warning about is that often the wrong metrics are selected. In one recent company that I worked at, the desired outcome was to get some number of people trained. This was quantified in a metric of certificates issued. Needless to say, many certs were issued, but few folks werre actually trained. There are only a few metrics that really matter. The rest are meant to justify kingdoms and budgets (look closely at most of them – like the certs metric and you’ll find this to be a truism) and because too few people really know how to lead – they like to manage. Just my humble interpretation.

    Hi to MBBinWI,
    Thank you very much, sir. It’s really kind of you. Now, from your words, I understand more than before.

    leslile

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    #190676

    yu
    Participant

    BBinNC wrote:

    Right on as usual sir.

    Thanks for your coming and your comment.
    :)

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    #190678

    Strayer
    Participant

    As a quality assurance professional, I’d point out that quality data should not be used to evaluate performance of individuals or teams. Doing so creates barriers to collecting accurate data and identifying root causes of defects. This underlies several of Deming’s 14 points:
    8. Drive out fear – People tend to hide defects, non-compliance, and other problems if they fear any sort of punishment.
    11. Eliminate numerical quotas and goals – These are not just gross producttvity but defect-free products. Sure, the goal is zero defects and quality needs to be measured. But failure to meet that goal creates fear (8).
    12. Remove barriers that rob people of their pride – Failure to meet qualtiy goals creates sense of failure (11) and fear (8). Failure to meet the stated slogans and exhortations (10) also creates fear (8).
    From a QA perspective (8) is the most critical point and (10) and (11) support it.,

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    #190679

    yu
    Participant

    Straydog wrote:

    As a quality assurance professional, I’d point out that quality data should not be used to evaluate performance of individuals or teams. Doing so creates barriers to collecting accurate data and identifying root causes of defects. This underlies several of Deming’s 14 points:
    8. Drive out fear – People tend to hide defects, non-compliance, and other problems if they fear any sort of punishment.
    11. Eliminate numerical quotas and goals – These are not just gross producttvity but defect-free products. Sure, the goal is zero defects and quality needs to be measured. But failure to meet that goal creates fear (8).
    12. Remove barriers that rob people of their pride – Failure to meet qualtiy goals creates sense of failure (11) and fear (8). Failure to meet the stated slogans and exhortations (10) also creates fear (8).
    From a QA perspective (8) is the most critical point and (10) and (11) support it.,

    Oh, thank you very much, it’s really my pleasure to read your views. Now, I understand more about the 14 points. There seems exist some relationship among the 14 points.
    Thanks again, may you have a nice day! :)

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