DR. EDWARD DEMINGS 14 POINTS

Dr. Edward Demings 14 points



Dr. Edward Demings 14 points

Introduction

In the first part of this article (to which we shall refer as Paper 1), we have discussed three themes on which Deming laid great stress during his presentations in 1988:

(1) Joy in work;

(2) Innovation--not just improvement;

(3) Cooperation: Win-win.

These themes are, of course, not totally new. As shown in the previous paper, they were all there in Deming's 1986 book Out of the Crisis, as they were in earlier writings and teachings. But the recent emphasis on these, and the strength of that emphasis, is new. As would be expected, the three are closely linked both with each other and with the whole far-ranging panoply of the Deming philosophy. (Deming, 1986)

Point 1: constancy of purpose

Create constancy of purpose for continual improvement of products and service, allocating resources to provide for long-range needs rather than short-term profitability, with a plan to become competitive, to stay in business, and to provide jobs.

An interesting variation which Deming used on one occasion referred to "constancy of purpose to help man live better materially and mentally". (Deming, 1982)

How can such constancy of purpose be achieved? Surely, only by developing understanding of the need, and by understanding how continuous improvement fulfils and satisfies that need. That is good and necessary theory. But how does Deming suggest it can be achieved in practice? In schools, colleges and universities: by joy in study; in industry: by joy in work. And a company neither deserves, nor stands any reasonable chance of getting, management and employees who have joy in their work unless that company has good, clear and proper long-term aims, genuinely held, with their employees (Deming, 1982)

"WE HOPE FOR QUICK RESULTS, BUT WE MUST NOT EXPECT THEM".

Where in the spectrum is the company's real focus? Is it primarily on the short-term, so that the long-term gets ruled by the way the wind happens to blow? Or is the focus on the long-term-sure, subject to necessary adjustments to overcome short-term hazards, but with sights firmly set on the direction leading to continuous improvement, with the aim to survive, to succeed, to serve customers well--and increasingly so--and, more broadly, to be of service to the country and indeed to the world? Does that sound `over the top'? Well, there are good precedents. (Deming, 1982)

Deming also cites the Taguchi loss function when clarifying whether, in practice, Point 1 is really calling for continuous improvement in everything all at once. The answer, naturally, is no--of course not; that could not be practical. An order of priority has to be developed; the most pressing things must be done first, and the others, though necessary, may have to wait a while. Considerations of the Taguchi loss function may help in this prioritization--those areas and problems with the steepest Taguchi loss functions need earliest attention. (Nancy, 1985)

How are Taguchi loss functions computed? This touches on a matter which Deming emphasizes more when he is talking ...