...Quality Management is vital to improve and work and constant improvement in any business, especially one as large as Fed Ex. To incorporate TQM strategies into their business Fed Ex did several things. They implemented QIP (Quality Improvement Program) to accomplish their goals of 100% in the fields of on time deliveries, accurate information availability and customer satisfaction. (Foster.2013. pg. 22). Their statement on QIP included that it “encompasses all of its operations”. (Foster.2013. pg. 22). That is key, every department, every employee would be working together to accomplish these goals. Their philosophy is that quality must be part of how they always do business. (Foster.2013. pg. 22) Not just sometimes but all the time. That ties into W. Edwards Deming’s first of his 14 key principles, “create constancy of purpose.” ("HomePage | The Deming Institute") It also ties into the 5th point of improve constantly because if they are not always working on that quality goal then they are not always working on quality. ("HomePage | The Deming Institute") To create this constant improvement and goal they have instituted Quality action Teams or QAT’s to that “design work processes to support new product and service offerings.” (Foster.2013. pg. 23) They also have SQI’s or Service Quality Indicators that help work the logistics with the eye on the goals of 100% service and satisfaction. Right there having those teams both the QAT and SQI are elements of Deming’s principles and...
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...Summary of Edwards Deming’s Theory Abinaiyah Vaceekaran Row 4 William Edwards Deming was an American statistician, college professor, author, lecturer, and consultant. He taught that by following specific principles of management, organizations can increase the quality of their work while at the same time reducing its costs. Deming’s simply philosophy can be summarized by stating that when people focus on quality of work, the costs tend to fall over time however, when organizations focus on costs, costs tends to rise and quality declines over time. Deming had stated that the style of management must be changed by looking at the style of management from another lens which he called “The system of Profound Knowledge”. The first step in making this change is to transform the individual by getting them to understand the system of the profound knowledge. After undergoing this change, the individual will be able to view things differently and they will be able to apply the principles of this system to every kind of relationship and use the knowledge obtained to have a basis to judge their decisions and the transformation of the organization they belong to. Adding on, Deming stated that the managers need to have four specific parts of the profound system of knowledge. The first part was the Appreciation of a system; having the understanding of the processes involving suppliers, producers and customers of goods and services. The next part was the knowledge...
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...expertise and skill was used to improve the war equipment quality in Japan, while at the same time revitalizing and restoring a Japanese Industry that had been broke down by the World War. He was also known to be best practitioner who device the 14 points in quality improvement. (March, 1986) Leadership roles being very important to Deming he professed 14 pints for managers to incorporate at every level of the organization. He is known for his ratio - Quality is equal to the result of work efforts over the total costs. If a company is to focus on costs, the problem is that costs rise while quality deteriorates. Deming’s quality teachings emphasized system management and quality control through the use of statistical process control charts. While Deming’s theories supported quality control, his 14 points emphasized management’s responsibility for making quality improvements. (March, 1986) Philip Crosby is an American who promoted the phrases “zero defects” and “right first time”. Zero defects doesn’t mean mistakes never happen, rather that there is no allowable number of errors built into a product or process and that you get it right first time. (Crosby, 1989) Crosby also identified a 14-step quality process emphasizing management commitment, his philosophy focused on creating real change in organizations. He made the point, much like Deming, that if you spend money on quality, it is money that is well spent. Crosby found that leaders had to get employees’ conviction and...
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...30 Years Later Deming's 14 Points Still Relevant and Needed QAS 511 Professor William Trappen 03/27/2012 30 Years Later Deming's 14 Points Still Relevant and Needed W. Edward Deming is one of the founding fathers of quality philosophy. Along with Juran, Cosby, Feigenbaum, Ishikawa, and Taguchi Deming help shaped the way businesses look at and think about quality. While Deming did not use the term Total Quality Management (TQM) in his book he is generally credited with founding the TQM movement and most of the modern TQM principles are contained in Out of the Crisis (Cohen, para. 3). Thirty years after being originally published in Out of the Crisis Deming's 14-points are still guiding and driving quality efforts in America. Deming first laid out his 14 points in Out of the Crisis (p. 23-24). Since then they have become a standard for quality professionals. Point number one, “Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business and to provide jobs”, (Deming 1982 pg 23). This point can be seen in many companies today. With the rise of ISO-9000 many companies have adopted a focus on quality and improvement. Almost every ISO compliant business has a quality policy and those mostly focus on improvement of quality and/or service. Virtually all companies strive to be more competitive and wish to stay in business. The piece of this point that many companies...
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...services and they believe there is always room for improvement. However the simplest way of explaining it is ‘meeting customer requirements’ Oakland J. S (1996). We have to therefore look at quality as something good and worth having. To examine quality and how it improves the organisation, we must explore the theorists and their findings. Quality Management was first introduced by the Father of Scientific Management Fredrick Taylor. Until the late 19th century there were little or no principles or theories for management. A manager was of superior importance who told the workers what they wanted done; the worker then went about his duty with little or no training, no motivation and little pay. Everything up until now was made in one unit form, usually from start to finish by the one person (craftsmen). ). From the late 1800’s the Industrial Revolution took hold and with the first production lines were rolling out new and exciting products like Henry Ford and his Model T.It was from this point that it was noticed and that for organisations like Henry Fords, large scale factories with large economic factors a different type of management style and manager was needed. Men like Taylor started exploringways of...
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...best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs. When he died in December 1993 at the age of ninety-three, Deming had taught quality and productivity improvement for more than fifty years. His Fourteen Points, System of Profound Knowledge, and teachings on statistical control and process variability are studied by people all over the world. His books include: Out of the Crisis (1986), The New Economics (1993), and Statistical Adjustment of Data (1943). In emphasizing management's responsibility, Deming noted that workers are responsible for 10 to 20 percent of the quality problems in a factory, and that the remaining 80 to 90 percent is under management's control. Workers are responsible for communicating to management the information they possess regarding the system. Deming's approach requires an organization-wide cultural transformation. Deming's philosophy is summarized...
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...far the most influential proponent of quality management in the United States” (Goestsch, Davis, p. 13, 2010). In this paper the subjects to describe are quality and its elements and how Deming’s use of the total quality elements made the pioneer successful. The elements of quality are useful in today’s environment, and this paper will also describe what is needed to ensure quality in the future. According to the American Heritage Dictionary, quality is the degree of excellence, a distinguishing attribute, and a social status or high rank (2011). From a management and organizational perspective there are several thoughts that address the meaning of quality. The ISO 9000 family of standards defines quality as the totality of a product or service features and elements that ensures the satisfaction of stated or implied needs or wants of customers (ISO, 2008). Edward Deming, one of the renowned pioneers of quality management states that quality is defined by the customer and consists of several measurement categories, and each category is considered to be important to customers (Deming, 1986). Drawing from the aforementioned definitions, quality can be defined as the ability to effectively and efficiently produce or deliver what the customers need or want while minimizing errors through the process. Edward Deming’s “quality movement” was developed in the 1940s for Japanese industrial leaders (Goetsch, Davis, 2010). Deming’s theory was developed at a time Japanese products...
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...but also the whole world by asking important questions that have improved health care, education, consumer products, job satisfaction, and government. Companies must answer the following Deming’s questions in order to succeed in their business: “What business are we in? What business ought that we be in? Is anybody here not putting forth his best efforts? Has the system of reward in a company made it difficult in the past for people to work together? What will we be doing a year from now, 5 years from now, or 10 years from now? What would you mean by improvement? What do you mean by a good job?” The purpose of those questions was to change the way people think and the way people do business. This report will present Deming’s achievements in Japan and then summarize the Deming's famous 14 points presented in the video. Dr. W. Edwards Deming, the prophet of quality, introduced the concept of quality to Japanese manufacturing after the World War II period. Dr. W. Deming was always saying “We have learned to live in a world of mistakes and defective products as if they were necessary to life. It is time to adapt to a new philosophy in America.” He believed that the problem in manufacturing was neither mass production nor the workers, yet the problem was in the quality and the management. In 1950, Dr. Deming was invited to Japan in order to teach business leaders quality. He taught the Japanese people to start with the customers, find out what the customers are not satisfied...
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...Feature Deming’s 14 Principles Background Recent changes in regulatory requirements for clinical trials pose considerable challenges for the clinical research community. The clinical research Quality Assurance (QA) profession as a whole has not historically utilised quality management tools, and QA professionals may have little to no formal training in continuous improvement methods, to be aware of their value in assessing and improving the impact and value of the QA department to any organisation. This article will present Deming’s 14 Principles for Management, paraphrasing them to demonstrate how easily they can apply to the clinical trial project management, Contract Research Organisation (CRO) and clinical department management. Deming’s 14 Principles Dr. William Edwards Deming is known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. Deming created 14 Principles for Management that summarised his business philosophy. The principles became a basis for transformation of industry. The 14 principles apply anywhere, from small organisations to large ones, to the service industry as well as to manufacturing. They apply to any division within a company. 2. Adopt the New Philosophy Management should actually adopt the ‘quality philosophy’, rather than merely expect the workforce to do so. When the new clinical trial project is thoroughly planned and the quality matters are carefully embedded...
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...567: Quality Management and Productivity Quality management is a key ingredient for competitive success. Firms strive for sustainable relative quality advantage to differentiate themselves from their competition (Talha, 2004). Intel’s quality management is the cornerstone of competitive advantage. Intel uses quality management practices to lead to superior quality outcomes and increased quality performance that appear to be founded from Deming’s 14 points philosophy. Intel Corporation is based in Santa Clara, California, is a global leader in silicon innovation, developing technologies, products, and initiatives to continually advance how people work and live. Intel designs, manufactures and sells computing and communication components, such as microprocessors, chipsets, motherboards, and wireless and wired connectivity products. The company was founded in 1968 by two scientists, Robert Noyce and Gordon Moore (Intel Corp, 2013). The company went on to develop the world’s first microprocessor in 1971 (Intel Corp, 2013). Deming’s approach to quality is the foundation for today’s quality management systems (Russel, 2011). Deming’s philosophy for achieving quality improvements is found in his 14 points plan (Russel, 2011). Intel’s philosophy of quality mirrors Deming’s 14 points plan. The first point of Deming’s plan is to create a constancy of purpose towards product improvement to achieve long term organizational goals (Russel, 2011). The 14th point of Deming’s plan is to...
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...Dr. W. Edwards Deming, who believed that improved quality increases productivity and worker morale, revolutionized excellence in the Japanese production process and, thereby, guaranteed Japan a world-class reputation. He gave credence to the philosophy of TQM (Total Quality Management), meaning that defects could be reduced and quality be attained by “getting it right the first time” (Rowen). Deming began his career as a statistician and was recruited during World War II to assist with quality control for U.S. war materials. After the war, he was rejected by corporate America, so he accepted Japan’s invitation to help them change their reputation from one of cheap products to producing innovative quality products (Cohen x). Deming advised the Japanese to maintain high quality control principles, rather than copy from the American system. He believed that American industries had become lazy, and that they had incorrectly surmised that customers wanted cheap prices, rather than quality goods. According to Deming, the Americans failed to realize that by presenting an improved product, customers could attain cheap prices and a durable good at the same time. Currently, the Japanese are focused on and are known for producing excellent products. The car industry is one example. Toyota, Nissan, and other Japanese car companies are producing high quality cars at relatively cheaper prices than the U.S. brand cars. Many times, if a Japanese car is more expensive than a U.S. model, customers...
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...statistics. He derived the first philosophy and method that allows individuals and organizations, to plan and continually improve themselves, their relationships, processes products and services. His philosophy is one of cooperation and continual improvement; to steer clear of blame and redefines mistakes as opportunities for improvement. Deming’s philosophy came about while he was in Japan, doing census work after World War II. He also taught statistical process control to leaders of prominent Japanese businesses. Japanese businesses started applying Deming’s philosophy and saw great improvement; their quality was way more superior then of their competitors. Deming’s points and philosophies apply equally to any kind of business, everyone could use his logic. After using his philosophy, the Japanese saw such improvement in their products and their businesses in general; their business was soaring and their cost was lower than that of other businesses. Japanese businesses soared and ruled the global market. By improving quality, companies will decrease expenses as well as increase productivity and market share. Companies that were using Deming’s philosophy saw that they didn’t have to sacrifice quality to get things done right. Companies saw that by improving quality they lowered costs. He showed them that the customer is an important part of a business and that you need to satisfy the customer to have a successful business. By reducing waste, rework, staff attrition and litigation...
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...Deming was the first one who supported Total Quality Management (TQM) in the late 1950's. US industry did not accept his ideas; but Japan -in their recovery from World War II- admitted them. According to Dr. W. Edward Deming; “examples teach nothing unless they are studied with the aid of theory”. This essay is to help you understand the theory behind Deming's 14 points, and to review relevant examples that apply to each point. As a product which comes from a system, needs to be checked before passing to customers, technical education should take the same way for delivering its services. For improving the quality of technical education many systems are adopted like TQM, benchmarking and ISO standards. Some academic environment such as Oregon State University and Air Force Academy applied TQM as its management philosophy and experienced outstanding success in improving the operations of educational system. For example, by using TQM they reduced the average duration of remodeling projects by 23%. Quality has become a vital factor in attracting the bright and deserving students and faculty in technical institutions. This paper describes simple and effective philosophy, for improving learning and classroom performance by applying Deming's points. I have used 14 points of Dr. W. Edwards Deming as a checklist through this essay. Although these 14 points show considerably different between academic environments, the way that these 14 points should be used is approximately in common...
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...Quality Management Principles Quality Gurus / Philosophies And Frameworks 1 Leaders in the Quality Revolution Edward Deming • Joseph M. Juran • Philip B. Crosby • Armand V. Feigenbaum • Kaoru Ishikawa • 2 Edward Deming • 1950’s introduced importance of quality and Statistical Quality Control to the Japanese • Credited with helping the Japanese to become an economic power • Developed a 14 point plan for managers to improve quality, productivity and competitive position Edward Deming The Deming philosophy focuses on continual improvements in product and service quality by reducing uncertainty and variability in design, manufacturing, and service processes, driven by the leadership of top management. Deming Chain Reaction Improve quality Costs decrease Productivity improves Increase market share with better quality and lower prices Stay in business 5 Provide jobs and more jobs Deming’s 14 Points (Abridged) (1 of 2) 1. Create and publish a company mission statement and commit to it. 2. Learn the new philosophy. 3. Understand the purpose of inspection. 4. End business practices driven by price alone. 5. Constantly improve system of production and service. 6. Institute training. 7. Teach and institute leadership. 8. Drive out fear and create trust. 6 Deming’s 14 Points (2 of 2) 9. Optimize team and individual efforts. 10. Eliminate exhortations for work force. 11. Eliminate numerical quotas and M.B.O. Focus on improvement. 12. Remove...
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...Breaking Down Barriers Between Departments MGMT 4655 Advanced Operations Management September 3, 2014 Breaking Down Barriers Between Departments W. Edwards Deming, father of the modern quality movement, developed a 14-point model that is intended to ensure that a quality product is produced and customer satisfaction is achieved. Point nine in the model states that companies must break down internal barriers between departments in order to quickly recognize and address quality problems. In other words, each department in an organization is an internal customer of the other departments and all must work together if the whole unit, i.e. company, is to be successful (Break down barriers, 1994). The Japanese were inspired by the work of Deming and Peter Drucker, and they have worked to develop two operational methods that serve to break down the barriers between departments. These methods are known as Quality Function Deployment (QFD) and Cross-functional Management (CFM). QFD is a system that translates customer specifications into what is required in each stage of the production process, from research through sales and service. CFM breaks it down even further by separating the activities related to the company's goals for quality, costs, volume and delivery. If the activities/tasks that are assigned to each department/stage in the process are completed according to the overall plan and company goals, then the goals will be achieved. Success is a direct result of the...
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