1. Deming’s Philosophy of Total Quality Management
Who is Deming? Deming is known as the father of quality management as he is credited with improving quality in the united states and Japan during World War II.

2. Deming’s Philosophy of Total Quality Management
Companies quite often struggle with how to go about implementing a Total Quality Management (TQM) system in their organizations. While the quality literature is replete with prescriptions, I believe that exposing you to Deming’s 14 principles, ISO 9000 standards, and the Baldrige Award criteria should provide you with a solid foundation of the basic principles of the TQM philosophy.

3. Deming’s Philosophy of Total Quality Management
We will start by examining Deming’s famous 14 principles. These are based on the article “A Tool for Assessing Industry TQM Practice Versus the Deming Philosophy“, by Tamimi, N. and Gershon, M., Production and Inventory Management Journal, 1995, vol. 36, no. 1, pp

4. Deming’s Philosophy of Total Quality Management
Creating Constancy of Purpose
Top management makes long term plans
Top management provides for research and development
Top management provides for new technology
Top management promotes employee training and education

5. Deming’s Philosophy of Total Quality Management
2. Adopting the New Philosophy
Top management is committed to quality improvement as a way to increase profits
Top management is committed to setting objectives for quality improvement
Top management is committed to quality enhancement as a primary goal

6. Deming’s Philosophy of Total Quality Management
3. Ending the practice of awarding business based on price tag alone
Supplier selection is based on both quality and price rather than price alone.
Suppliers are involved in the product/service development process
Long-term relationships are developed with suppliers
There is reliance on a few dependable suppliers

7. Deming’s Philosophy of Total Quality Management
4. Ceasing reliance on mass inspection
Suppliers use statistical quality control techniques
Statistical techniques are used to minimize reliance on mass inspection
Top management supports the notion that quality must be built into the product rather than inspected into it.

8. Deming’s Philosophy of Total Quality Management
5. Improving constantly the system of production or service
Customers’ requirements are analyzed in the process of developing a product or a service
Customers’ feedback is used to continually improve the product or service
Top management assesses its competitors in order to improve the product or service

9. Deming’s Philosophy of Total Quality Management
6. Instituting Training
Employees are trained in statistical improvement techniques
Employees are trained in quality related matters
Employees are trained in specific work-related skills
Supervisors are trained in statistical improvement techniques

10. Deming’s Philosophy of Total Quality Management
7. Instituting Leadership
Supervisors help their employees on the job
Supervisors work to build the trust of their employees
Supervisors lead in a way that is consistent with the aim of the organization
Supervisors are viewed as coaches by their employees

11. Deming’s Philosophy of Total Quality Management
8. Driving out fear
Employees express new ideas related to improving work methods
Employees seek their supervisors assistance when unsure of their tasks
Employees are not afraid to report working conditions that interfere with quality
Employees feel that they have job security

12. Deming’s Philosophy of Total Quality Management
9. Breaking down barriers between departments
Different departments have compatible goals
In the product/service design process, there is teamwork among departments
There is good communications among departments

13. Deming’s Philosophy of Total Quality Management
10. Eliminating slogans and targets
Top management provides its workers with the methods/procedures to meet goals
Top management, not the hourly worker, is responsible for removing obstacles that cause defects/errors
Top management does not use vague slogans (for example, “Do It Right the First Time”) in communicating with its employees

14. Deming’s Philosophy of Total Quality Management
11. Eliminating Numerical quotas
Work Standards are based on quality and quantity rather than quantity alone
Numerical quotas are not given higher priority than quality of workmanship

15. Deming’s Philosophy of Total Quality Management
12. Removing barriers to pride in workmanship
Performance appraisals are not used to rank employees
The quality of the working environment is good
There is adequate documentation on how to do the job
There is no pressure for short term results
Top management sets realistic goals for its employees

16. Deming’s Philosophy of Total Quality Management
13. Instituting Education and self- improvement
There are programs to develop teamwork among employees
There are programs/methods to develop effective communications among employees
There are programs/methods to develop employees’ conflict resolution skills
There are programs to broaden employees’ skills for future organizational needs

17. Deming’s Philosophy of Total Quality Management
14. Taking action to accomplish the transformation
Top management takes action toward executing its quality improvement policies
Top management makes it quality improvement policies visible to all employees
Top management relies on internal or external consultants to implement its quality improvement policies

18. Deming’s Seven Deadly Diseases
Interestingly, in addition to providing management with his useful 14 principles, Deming also identified what he labeled as the “Seven Deadly Diseases”.
Lack of constancy of purpose.
Emphasis on short-term profits.
Evaluation by performance, merit rating, or annual review of performance.

19. Deming’s Seven Deadly Diseases
Mobility of management.
Running a company on visible figures alone.
Excessive medical costs.
Excessive costs of warranty, fueled by lawyers who work for contingency fees.