Assignment One

Submitted to:-

MBA/Sem.IV/Sec.VI

Submitted by:Abhishek Pathak Mohit Goel Raj Mohan J.S.

Dr.K.V. Narrasimha m Lecturer Total Quality

Demings 14 (special elaboration of points5,6,7,8)

If we use the words Total Quality Management(TQM) to refer to a specific package of quality measures rather than using them in their wider sense, then the name to which they are sometimes attributed is that of Deming. Deming has laid down a 14-point plan for the achievement of TQM. W Edwards Deming was an American statistician who was credited with the rise of Japan as a manufacturing nation, and with the invention of Total Quality Management (TQM). Demings "Out of the crisis" book was published in 1982. In this book, Deming set out 14 points which, if applied to US manufacturing industry, would he believed, save the US from industrial doom at the hands of the Japanese. Although Deming does not use the term Total Quality Management in his book, it is credited with launching the movement. Most of the central ideas of TQM are contained in "Out of the crisis". The Deming Method represents a philosophy or holistic world view applied to change. The authors' extensive research has identified examples ranging from a New York inner-city high school to the U.S. Department of the Navy. They include the Ford, Xerox, and Motorola corporations. All demonstrate how Deming's ideas can and do work in such widedispersed areas as education, health care, manufacturing, and war. The 14 points seem at first sight to be a rag-bag of radical ideas, but the key to understanding a number of them lies in Deming's thoughts about variation. Variation was seen by Deming as the disease that threatened US manufacturing. The more variation - in the length of parts supposed to be uniform, in delivery times, in prices, in work practices - the more waste, he reasoned. From this premise, he set out his 14 points for management, which we have paraphrased here: 1."Create constancy of purpose towards improvement". Replace short-term reaction with long-term planning.

2."Adopt the new philosophy". The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3."Cease dependence on inspection". If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any. 4."Move towards a single supplier for any one item." Multiple suppliers mean variation between feedstock. 5."Improve constantly and forever". Constantly strive to reduce variation. 6."Institute training on the job". If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7."Institute leadership". Deming makes a distinction between leadership and mere supervision. The latter is quotaand target-based. 8."Drive out fear". Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests. 9."Break down barriers between departments". Another idea central to TQM is the concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs. 10."Eliminate slogans". Another central TQM idea is that it's not people who make most mistakes - it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. 11."Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods. 12."Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction. 13."Institute education and self-improvement".

14."The transformation is everyone's job". Let us understand the concept and application of the points 5,6,7,8 one by one and see that how we can achieve and implement it.

Point 5:
Improve constantly and forever the system of production and service.
Nobody is perfect. There is always room for improvement. Improve constantly and forever the system of production and service to improve quality and productivity and thus constantly decrease costs. The road to improvement has no end. There is always a way to do things better and at lower cost. Innovation does not come from the client, it comes from the producer. Nobody asked for an automobile, a telephone, a radio, a television set, a copy machine. Ideas are always generated in the heads of the producer. Deming introduced the P.D.S.A.-cycle for continual improvement in Japan in 1950. Today, this simple model for continual improvement is as vital as ever.

We should always access and evaluate ourselves, we should find the problems; constantly improve the performance standards and methods and processes for execution of service or work by us. There should be continual reduction of waste and continual improvement of quality in every activity so as to yield a continual rise in productivity and a decrease in costs as well as wastage. As a student we should always try to perform better than our past performance and should always try to innovate new methods and techniques for execution of our work. We should never be satisfied with our work as by doing that we are stopping ourselves from performing better than past work. Hence in this way we can achieve and implement this point of Deming in our lives.
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Point 6:
Institute Training
Training educates a person.Training is like practice which makes a man perfect.Institute training on the job is very important. Training must be totally reconstructed. Management needs training to learn about a company, all the way from incoming material to customer. Modern methods of training and education for all should be instituted. Modern methods of onthe-job training use control charts to determine whether a worker has been properly trained and is able to perform the job correctly. Statistical methods must be used to discover when training is complete. In Japan, a manager starts his career with a long internship (4 to 12 years) on the factory floor and in other duties of the company. He knows by personal experience the problems in production, procurement, accounting, distribution, and sales.

As we know that People learn in different ways. Some have difficulty to learn by written instructions (dyslexia). Others have difficulty to learn by the spoken word (dysphasia). Some people learn best by picture, others by imitation, others by a combination of methods. We should try to figure out which training best suits us and than go for it, else it will be a total wastage.We should also be open to new methods of training and should not be reluctant in adopting new methods of training.

Point 7:
Adopt and institute Leadership
A leader is a person who influences people with his thoughts and knowledge, persons who get influenced are his followers. This means that the leader leads from the front. This is why Deming said Institute leadership. The aim of leadership should be to help people, machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. Institute modern methods of supervision. The emphasis of production supervisors must be to help people to do a better job. Improvement of quality will automatically improve productivity. Management must prepare to take immediate action on response from supervisors concerning problems such as inherited defects, lack of maintenance of machines, poor tools or fuzzy operational definitions.

It is part of a supervisor's job to coach the people that are being supervised.
"Can there be total quality without top management? No, never! Every successful total quality effort has included the active participation of the top management. We know of no exceptions. For quality to become a way of life, top management must carry out specific actions. These actions cannot be delegated. Top management must develop a strategic plan, review and approve the organization's quality policy, provide the resources, create and participate in quality councils and quality efforts. Achieving total quality demands top management be leaders, not cheerleaders." Quality comes from the top. Experience shows that at least 90% of all mistakes have their origin in the system which only management can change. Actions guided by profound knowledge are required. We should try to evolve the leadership skills

in ourselves. We should always try to face the problem and try to lead from front in crisis situation and should never try to avoid or run away from such situation. Leading from front would not only improve our confidence but would also encourage and motivate our team members and colleagues as well. This will result in strong and effective performance and a quality work.

Point 8: Drive out Fear

Fortune favors the brave God help those who help themselves There can n number of quotes which tell us that Fear is a barrier to improvement so drive out fear by encouraging effective two-way communication and other mechanisms that will enable 'everybody to be part of change, and to belong to it'. The results of fear can be seen in inspection: operators may record incorrectly the results of inspecting their own work for fear of exceeding the quota of allowable defects and inspectors may falsify results to avoid the wrath of their colleagues. Drive out fear, so that everyone may work effectively for the company. Joy in work, Innovation - not just improvement and cooperation are the three basic ingredients for a successful quality journey. The opposite of joy in work is fear in work. Nobody can do their best unless they feel secure. Deming has repeatedly emphasized that "drive out fear" should be the first of the 14 points management should start to implement, since it is the prerequisite for the implementation of at least 9 other points. Fear prevents an organization from developing its full potential. Fear leads to loss. An organization managed by fear will ultimately fail.

The leadership style of Adolf Hitler during the Second World War provides a dramatic example. Western observers have no doubt that, in the decisive phases of the war, Adolf Hitler only received the information his subordinates knew would please him. He was therefore incapable of running the war which inevitably resulted in his defeat. Similar observations could be made during the War in the Gulf. Fear is endemic in modern organizations. Fear has many forms as some of the following examples show:

Fear of losing your job if the firm cuts back Fear of not being good enough in general Fear that a colleague will be promoted over your head Fear that the annual performance rating will not qualify for a raise Fear of not always having an answer when the boss asks a question Fear of losing face in front of colleagues

For Deming, education and knowledge are the essential means of combating fear. Seven factors out of more than 70 proved to have a significant effect on security.

Perceived responsibility in the job Consideration Feedback Job stability Management's professional qualifications Cooperation Information

So we can learn from this point that problems are part of life and running away from it is not its solution. The successful people are those who not only face the problem with a straight face but also eradicate it from its root. Fear should be driven away as far and as quickly as possible.