Executive Summary:

Demings 14 points theory is a management philosophy guided by a

strong grounding in systems theory. Deming believed that experience
alone, without theory or methods does not help to improve quality and
competitive position. Each organization is composed of interrelated
processes and people and the success depends on the management
capability to strike a balance. According to Deming, profound knowledge
generally comes from outside the system and it can be used effectively
only when the management is open to learning and improve. The
knowledge that comes from inside the system is subjected to bias and
pride and not forthcoming thereby preventing critical analysis of the
organization.
Quality is a systematic process and requires the organization to establish
the vision, mission, and goals first. Without this, there is no identity and
nothing to look forward to. Once the goal is set, the next step is to identify
the components of the processes and the interrelationship of components
within the system. The third step is to improve the system on a regular
basis. The only thing that is constant is the constant improvisation of the
system.
Quality is the responsibility of all and top management has a better
chance

towards

instilling

and

constant

improvisation.

The

top

management must not just provide the guidance but also involve them in
the implementation. Also, those policies that demoralize employees by
using fear, targets or competition will restrict quality. This will cause
employees to start the blame game.

Finally, the transformation will be achieved only when the management

encourages

education

and

self-improvement

for

everyone.

The

management must invest in its people and must collectively work towards
a common goal. They must strive hard to eradicate the diseases that
stand in the way of the transformation such as lack of purpose, emphasis
on

short-term

management.

profits,

performance

evaluation

and

mobility

of