Its important contribution is explained as follows.
Dr Deming's contribution can be divided into several stages:
The first stage of Deming's four-day management lecture-his contribution to the early implementation of SQC in the United States
During his tenure in the US government, Dr. Deming developed a new sampling method for the national population survey and proved that this statistical method can be used not only in industry but also in business.
During the Second World War, he suggested that technicians and inspectors of relevant military units must accept statistical quality management methods and actually give them education and training. In addition, he began to teach statistical quality management in GE Company, and continued to teach in all parts of the United States together with other experts, and trained more than 3 1000 people, including government agencies, which can be said to have made great contributions to the establishment and promotion of SQC in the United States (at that time, Dr. Deming had applied statistical quality management to the employment of employees outside housing, nutrition, agriculture, aquatic products and industries, covering a wide range).
Phase II-Contribution to Japanese Quality Management
Dr. Deming went to Japan from 1950 to guide quality management for nearly forty years, and went almost every year in the first twenty or thirty years. It can be said that quality management in Japan is promoted by Dr. Deming.
Although Dr. Deming also taught statistical methods in Japan, he soon found that just teaching statistical quality management might make mistakes made by American business circles, so he revised his plan and instilled the concept and importance of quality management into the operation of enterprises, so that almost all early operators in Japan knew Dr. Deming and were taught by him, and practiced Dr. Deming's quality management concept, laying the foundation for TQC or CWQC in Japan. Dr Deming predicted that Japanese products would dominate the world market in five years when he coached Japanese enterprises in quality management. As expected, his prediction proved to be correct and came early. No wonder the Japanese business circles hold Dr. Deming in high esteem, calling him the father of quality management in Japan.
The third stage-the contribution to the implementation of TQM in the United States and the world
Because of Dr. Deming's success in guiding quality management in Japan, Americans realized that there was an American behind the success of Japanese business administration, so they began to look at Dr. Deming with special respect. On June 24th, 1980, the National Broadcasting Corporation (NBC) broadcasted the world-famous Why Can't Japan (why can't we? ), let Dr Deming become famous overnight. Since then, American entrepreneurs have re-studied Deming's philosophy of quality management, and Dr. Deming continues to actively hold lectures on his quality management classics in the United States and other countries for four days (Deming 14 points), and in fact, he is a big American company such as Ford or AT&; Company T has provided consulting services for quality management and achieved fruitful results. In fact, the quality management principle of Dr. Deming 14 is the basis of TQM that has prevailed in the United States since the 1960s+0980s. Almost all the points contained in TQM can be found in Dr. Deming's 14 points. At present, DemingInstitute has been established in the United States and Britain, and its basic spirit is also the spirit of TQM. In other words, Dr. Deming's influence on TQM is direct.
As can be seen from the above, Dr. Deming has not only made academic achievements, but also made great contributions to promoting quality management in all countries of the world, and is also called a master of quality management.
Editing this management thought 1, the seven evils of modern management (1) lack long-term goals (2) short-sightedness and short-term profits (3) assessment system with many drawbacks (4) restless management (5) digital misunderstanding (6) heavy medical expenses (7) huge legal expenses.
2. Fourteen Laws of Quality Management 1. There should be a long-term goal of improving products and services, not a short-term view that only cares about immediate interests. To this end, we should invest and tap various resources.
2. There must be a new management concept, and delivery delays or errors and defective products are not allowed.
There should be a way to build quality into products from the beginning, instead of relying on inspection to ensure product quality.
4. There should be a comprehensive consideration of the lowest cost, and the procurement of raw materials, standard parts and spare parts should not be determined only by the price.
5. There should be a way to identify systematic and non-systematic reasons. 85% of the quality problems and waste phenomena are due to the system, and 15% is due to reasons outside the system.
6, to have a more comprehensive and effective job training. We should not only train the field operators how to do it, but also tell them why to do it.
7. There must be a new way of leadership, not just managing, but more importantly helping, and leaders must also have a new style.
8. There should be a new atmosphere in the organization to eliminate the fear that employees are afraid to ask questions and suggestions.
9. There should be a cooperative attitude among all departments to help people engaged in R&D and sales know more about the problems in the manufacturing sector.
10, there should be good methods to motivate and teach employees to improve quality and productivity. You can't just shout slogans and set goals for them.
1 1. There should be a procedure to check the effectiveness of working hours quota and working standards at any time, and it depends on whether they really help employees do their jobs well or hinder employees from improving labor productivity.
12, it is necessary to shift a lot of responsibility from quantity to quality, so that employees can feel that their skills and abilities are respected.
13, there should be a strong and effective training plan to enable employees to keep up with the changes in raw materials, product design, processing technology and machinery and equipment.
14, a structure should be established within the leadership to promote all employees to participate in management reform.
3. Establish a long-term mission and vision to improve products and services.
The top management should not only see the short-term goal, but also turn their eyes back to the long-term construction direction, that is, take improving products and services as a permanent goal and make continuous efforts for this goal. ?
Dr Deming said: "It is easy for us to bury ourselves in solving today's complex problems and face these challenges to make ourselves more and more efficient." But he stressed that without a long-term development strategy, the company can't be a long-term winner in this industry. Enterprises must overcome short-term behaviors and focus on long-term interests, which requires reform and innovation in various fields. He suggested that those companies that seriously consider the future should make a set of long-term planning and implementation plans to gain a firm foothold in the industry. ?
4. Accept new ideas
Modern society is a rapidly changing society, and people's ideas are changing, which will inevitably affect consumption habits. ? People's ideas have a great influence on the quality of products and services. What kind of ideas, what kind of products and services. Therefore, we must have a new concept of quality, always make a positive response to external changes, can not tolerate inferior raw materials, defective products and loose services, and actively listen to and understand customer dissatisfaction, customers will not complain, only lose. If the enterprise can do this well, it will bring huge economic benefits. This is the key factor of enterprise's life and death. ?
5. Quality can't just depend on product inspection.
Inspection can't create value, only pick out defective products. This is a way to make up for it afterwards. Waste has happened, and nothing can be redeemed. ?
So, why not make high-quality products from the beginning instead of a lot of tests? Dr Deming pointed out: "Quality comes not from inspection, but from the improvement of production process." We should take preventive measures in advance, integrate quality into products from the beginning, and reduce the incidence of defective products. Of course, this does not mean that inspection should be eliminated, and a certain degree of inspection should be carried out. It will let us know the progress of the current work, find the problems in production in time, and obtain the data needed in the control chart. However, the quality of products can not rely on inspection. The quality of products is produced, not tested. ?
6. You can't just look at the price when shopping.
The price itself is meaningless, but it is meaningful relative to the quality. If the quality is poor, even if the price is cheaper, it is not cost-effective. We should base on the lowest total cost. ?
Low price will lead to inferior suppliers, and buyers will often change suppliers because of poor quality, which increases the uncertainty in production. The cost of finding new suppliers plus the cost of later maintenance is still very high. Therefore, only when the management redefines the principle will the procurement work change. The company must establish a long-term interactive relationship with suppliers and reduce the number of suppliers, and cooperate in two ways to satisfy the public property of both parties, which is beneficial to both enterprises and suppliers. ?
7. Continuously improve products and services?
Dr Deming said: putting out the fire does not mean improving. When some places are found out of control, some methods will be taken to eliminate the mistakes. This is not an improvement, just to restore the weight to its original state. ?
Improvement is not a once-and-for-all thing, it should be continued, otherwise it will fall behind in the competition and be eliminated. In every process of enterprise production and service, every department, member and activity of the company must reduce waste and improve quality, and must constantly improve and further improve on the original basis. An enterprise should always think about whether there has been progress in the previous two years, whether customers are satisfied, whether the sales methods are effective, and so on. Only in this way can we continuously improve the company's situation. ?
8. Establish modern on-the-job training methods?
Edwards Deming
We often hear that many employees learn from other colleagues or from workbooks, which is not right. ? The skills of employees directly affect the quality of products. If the technology is not good, the quality of the product can not be well guaranteed. Therefore, as a manager, it is necessary to conduct on-the-job training for employees. Training must be planned and based on acceptable working standards, and statistical methods must be used to measure the effectiveness of training. Deming believes that as long as the performance of the results has not entered the scope of statistical control, there is room for improvement and training should continue. ?
9. Improve leadership style?
Leadership is the work of management. When workers fail to do well, many leaders complain about the low quality of employees. In fact, many times they should find their own reasons. ? Many leaders not only fail to help their subordinates do things well, but hinder them from doing things. This will not only improve the quality, but also make things worse. Dr Deming believes that employees can't do their jobs well, mostly because of poor leadership and poor management. The leader's duty is to help employees do a good job, and he is responsible for the future success or failure of employees. Leaders should regard the success of their subordinates as their own success and actively create good conditions for their work. Employees can't do things well, not because they don't know enough, but because they put them in the wrong place. ?
10. dispel fear
The purpose of this point is to make every employee work more effectively in a safe environment. ?
The loss caused by fear is amazing. Many employees are afraid to make up their minds or ask questions, even if they don't know their responsibilities or right or wrong. They are afraid, on the one hand, because of the interests of the company, on the other hand, because of their own future. Employees should not be afraid of equipment damage, ask for further instructions, or remind their superiors of various problems that interfere with quality. All colleagues should have the courage to ask questions, ask questions or express their opinions. When the management constantly improves its work and establishes a problem-solving mechanism, employees build confidence in the management and the problem is solved. ?
1 1. Break down barriers between departments?
All departments, whether R&D, sales or production, should think about possible problems in product use together to prevent them before they happen. When all departments are good, it doesn't mean that the whole is the best. Designers often design products that are a headache for engineers, and engineers are often regarded as persona non grata on the production line. In order to increase sales, the sales department keeps signing orders, but the production department may not be able to do these orders well. Many people do well in their own departments, but if the goals of the departments are inconsistent, it will harm the interests of the whole company. The overall optimization needs the cooperation of all departments, which should be independent and give full play to the team spirit to solve the problems encountered in production and service. Inter-departmental quality circle activities help to improve design, service, quality and cost. ?
12. Cancel sending slogans and goals to employees?
Some company slogans are imaginative, such as "zero defect" and "do the work well the first time". These slogans sound good, but they may not be realized. ?
This is not the employee's own reason. They are also willing to do it well, but because of poor raw materials and inappropriate production equipment, failure to do it well will only reduce morale. Therefore, the indicators and slogans that encourage employees to improve productivity must be abolished, which will only bring resentment to employees, but it is useless to improve productivity. Many poor quality is caused by the system or equipment, and employees can't control it. We should provide employees with more ways and means to achieve their goals. Sometimes many problems lie in the system, and ordinary employees can't solve this problem, but the company itself should have such a goal: never make intermittent improvements. ?
13. cancel the work standard and quantitative quota?
Edwards Deming
Quota emphasizes quantity, not quality. In order to meet the quota, people may cut corners regardless of quality. Although it has reached the quota target, it is not good for the company at all. ? Piecework is very bad, and it is impossible to fundamentally improve the work by quota. In some companies, employees are often deducted for producing defective products. But how can this completely blame the employees? The rules and regulations of enterprises are also a major reason for this phenomenon. The ideal working standard should be what kind of quality is acceptable and what kind of quality is unacceptable. After the quota is abolished, employees can work voluntarily and actively, and the ability of managers should be continuously improved, which is more conducive to the development of the organization. ?
14. Eliminate the factors that affect employees' smooth work?
Most people want to do a good job and are proud of doing a good job. Managers should not deprive them of this power. Some employees complain that the working standards often change, which makes them unable to adapt, and the production tools are inconvenient and no one pays attention. At work, many managers never give any authority to grass-roots employees and do not act according to their suggestions, which is wrong. These obstacles that prevent employees from working smoothly should be removed. Managers should fully respect the opinions of employees and improve their enthusiasm. Any factors that cause employees to lose their enthusiasm for work must be eliminated. ?
15. Establish a rigorous education and training plan?
Recruiting talents into enterprises is the first step. These talents should constantly absorb new knowledge and technology and constantly improve themselves. With the development of society and the improvement of quality and productivity, the number of jobs will change, and the number of people needed for jobs will decrease, such as inspectors. Therefore, all employees should continue to receive retraining in order to acquire new knowledge and skills and take on new jobs. Managers should let employees know that no one will lose their jobs because of the improvement of productivity. All training should include the use of basic statistical skills. The difference between this and point 6 is that it is the cultivation of employees' comprehensive knowledge and quality. In this way, employees' jobs will be more secure. ?
16. Keep moving and improving
All members of the company, whether the general manager or ordinary employees, should participate in quality improvement. The management should form a team to continuously promote the implementation of the previous 13 point.
The editor introduces this work. Dr. Deming has a book "Deming on Quality Management".
Deming on quality management
Deming on quality management
abstract
In the first part of this book, Dr. Deming showed you how to transform and improve quality and productivity under the leadership of the top management. Dr. Deming put forward a new theoretical framework of management, four key points of management 14 and seven treatments for malignant diseases, and discussed how to defeat the enemy of quality from the perspectives of customers, employees, management and government with rich examples. In the second part, he criticized many disadvantages of modern management system, and put forward "profound knowledge system" as the theoretical basis for completely changing tack. The extensive and profound knowledge system covers systematic concepts, varied knowledge, epistemology and psychology, which can be said to be the essence of Deming's management thought. The second part expounds this system, supplemented by application examples in enterprises, education and government, so that readers can be deeply inspired to analyze and solve various courses faced by organizations and enterprises with a brand-new vision.