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Measurable Management™ and Deming’s 14 Points

W. Edward Deming is one of the early pioneers of the quality movement and much credit is due him for the management philosophies he created.

Our training program, Measurable Management™, accomplishes many of the key points which Deming articulated as being critical to long-term growth and organizational success. Measurable Management™ teaches a pull-style (aka an Involving style) of management. It teaches first-line managers how to involve their teams in identifying, adopting, and implementing process-improvement ideas. This creates a sense of ownership and is consistent with today’s proven management strategies of valuing employees and providing a work environment where they can contribute to the organization’s success by taking responsibility for their own relationships, resources and processes. If you are trying to change your culture to be more customer-focused, as well as bottom-line focused, Measurable Management™ can assist you.

Deming’s 14 points, Out of the Crisis, which we use throughout our Measurable Management™ program.

  1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
  2. 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 change.
  3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
  4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, 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 training on the job.
  7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of an overhaul, as well as supervision of production workers.
  8. Drive out fear, so that everyone may work effectively for the company.
  9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
  10. Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the workforce.
  11. Eliminate work standards (quotas) on the factory floor. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership for all these outmoded concepts.
  12. Remove barriers that rob the hourly paid worker of his right to pride in workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. Remove barriers that rob people in management and engineering of their right to pride in workmanship. This means inter alia, abolishment of the annual or merit rating and management by objective.
  13. Institute a vigorous program of education and self-improvement.
  14. Put everybody in the company to work to accomplish this transformation. The transformation is everyone’s job.

Key Business Organization Concepts