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    What Are The Four Stages of The Deming Cycle

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    Dr.K.Baranidharan
    The four stages of the Deming Cycle are: plan, do, check, act. Also known as PDCA, it is an iterative management method used for continuous process and product improvement. Deming also outlined 14 principles for management transformation including constancy of purpose, new management philosophy, eliminating reliance on inspection, and breaking down barriers between departments. He also identified 7 "deadly diseases" that inhibit business effectiveness such as lack of constancy of purpose and emphasis on short-term profits.

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    What Are The Four Stages of The Deming Cycle

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    Dr.K.Baranidharan
    69 views2 pages
    The four stages of the Deming Cycle are: plan, do, check, act. Also known as PDCA, it is an iterative management method used for continuous process and product improvement. Deming also outlined 14 principles for management transformation including constancy of purpose, new management philosophy, eliminating reliance on inspection, and breaking down barriers between departments. He also identified 7 "deadly diseases" that inhibit business effectiveness such as lack of constancy of purpose and emphasis on short-term profits.

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    What Are the Four Stages of the Deming Cycle

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    The four stages of the Deming Cycle are: plan, do, check, act. Also known as PDCA, it is an iterative management method used for continuous process and product improvement. Deming also outlined 14 principles for management transformation including constancy of purpose, new management philosophy, eliminating reliance on inspection, and breaking down barriers between departments. He also identified 7 "deadly diseases" that inhibit business effectiveness such as lack of constancy of purpose and emphasis on short-term profits.

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    What Are The Four Stages of The Deming Cycle

    Uploaded by

    Dr.K.Baranidharan
    The four stages of the Deming Cycle are: plan, do, check, act. Also known as PDCA, it is an iterative management method used for continuous process and product improvement. Deming also outlined 14 principles for management transformation including constancy of purpose, new management philosophy, eliminating reliance on inspection, and breaking down barriers between departments. He also identified 7 "deadly diseases" that inhibit business effectiveness such as lack of constancy of purpose and emphasis on short-term profits.

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    What are the four stages of the Deming Cycle?

    PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step


    management method used in business for the control and continuous improvement of
    processes and products. It is also known as the Deming circle/cycle/wheel, the
    Shewhart cycle, the control circle/cycle, or plan–do–study–act (PDSA).

    Definition of Deming’s 14 Points:

    Deming offered 14 key principles for management for transforming business


    effectiveness.

    1. Create constancy of purpose toward improvement of product and service, with the aim
    to become competitive and 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, 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 toward 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 cost.
    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 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 use that may be
    encountered with the product or service.
    10. Eliminate slogans, exhortations and targets for the work force 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 work force.
    11. a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
    11b. Eliminate management by objective. Eliminate management by numbers,
    numerical goals. Substitute workmanship.
    12. a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The
    responsibility of supervisors must be changed from sheer numbers to quality.
    12 b. Remove barriers that rob people in management and in engineering of their right
    to pride of workmanship. This means, inter alia, abolishment of the annual or merit
    rating and of management by objective (See CH. 3 of “Out of the Crisis”).
    13. Institute a vigorous program of education and self-improvement.
    14. Put everyone in the company to work to accomplish the transformation. The
    transformation is everyone’s work.

    Deming’s seven deadly diseases

    1. Lack of constancy of purpose

    2. Emphasis on short-term profits

    3. Evaluation of performance, merit rating, or annual review

    4. Mobility of top management

    5. Running a company on visible figures alone (counting the money)

    6. Excessive medical costs

    7. Excessive costs of liability, swelled by lawyers that work on contingency fees

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