Deming’s 14 Points

1. Create constancy of purpose toward improvement of product and service,

with the aim to stay in business and to provide jobs. Create and publish a
company mission statement and commit to it
2. Adopt the new philosophy. Management must learn that it is a new
economic age and awaken to the challenge, learn their responsibilities, and
take on leadership for change
3. Stop depending on inspection to achieve quality. Eliminate the need for
inspection on a mass basis by building quality into he product in the first
place
4. Stop the practice of awarding business on the basis of price. Purchasing
must be combined with design of product, manufacturing and sales, to work
with the chosen supplier, with the aim to minimize total cost, not merely initial
cost
5. Improve constantly and for every activity in the company, to improve quality
and productivity, and thus constantly decrease cost
6. Institute training and education the job, including management
7. Institute supervision and leadership. The aim is to help people and
machines and gadgets to do a better job
8. Drive out fear so that everyone may work effectively
9. Break down barriers between departments so that people can work as a
team. People in research, design, sales and production must work together
to foresee problems of production and use that may be encountered with the
product or service
10. Eliminate slogans, exhortations, and targets for the workforce asking for zero
defects and new levels of productivity. They 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 workforce
11. Eliminate work standards that prescribe numerical quotas for the day.
Substitute aids and helpful supervision
12. Remove barriers that rob workers his right of pride of workmanship. The
responsibility of supervisors must be changed from sheer numbers to quality.
Abolish annual or merit rating of management by objective and
management by numbers
13. Institute a vigorous program of education, training and self-improvement.
New skills are required for changes in techniques, materials and service
14. Make the transformation everyone’s job and put everyone to work on it.
Create a structure within management that will push the prior 13 points every
day
 Deming’s 7 Deadly Diseases

1. Lack of constancy if purpose to plan products and services that have a

market sufficient to keep the company in business and provide jobs

2. Emphasis on short-term profits; short-term thinking that is driven by a fear of

unfriendly takeover attempts and pressure from bankers and shareholders to
produce dividends

3. Personal review system for managers and management by objectives

without providing methods or resources to accomplish objectives.
Performance evaluations, merit ratings, and annual appraisals are all part of
this disease

4. Job hopping by managers

5. Using only visible data and information in decision-making with little or no

consideration given to what is not known or cannot be known

6. Excessive medical costs

7. Excessive costs of liability driven up by lawyers that work on contingency

fees
 Juran’s 10 Steps to Quality Improvement

1. Build awareness of both the need for improvement and

opportunities for improvement

2. Set goals for improvement

3. Organize to meet the goals that have been set

4. Provide training

5. Implement projects aimed at solving problems

6. Report progress

7. Give recognition

8. Communicate results

9. Keep score

10. Maintain momentum by building improvement into the company’s

regular systems
 Crosby’s 14 Points

1. Management commitment is the willingness to give away something you

cherish, something very personal, in order to improve the quality of other
people’s lives

2. The quality improvement team is the health care group that is charged with
supervising and coordinating the surgery, recovery, and wellness process in
an organization

3. Quality measurement is determining if the various life support systems and

procedures are operating to the required results

4. The cost of quality evaluation reveals the expense and inconvenience of

doing things wrong

5. Quality awareness is communicating continually in order to let everyone

know they are on the same track

6. Corrective action is identifying, curing, and then preventing the diseases that
impair the enjoyment of life, be it personal or business

7. Zero-defects planning is arranging for the day when management will stand
up in front of everyone and declare that they have been converted

8. Employee education involves building a base for comprehension and

implementation through a common language and the application of special
skills

9. Zero-defects day is the day when everyone gets together and celebrates
their commitment to quality

10. Goal setting is describing the specific achievements that each individual is
going to accomplish

11. Error cause removal is a system of pinpointing and eliminating the obstacles
to zero defects

12. Recognition is acknowledgement, saying thank you to those who earn and
deserve it

13. Quality councils are meetings of those responsible for an organization’s

wellness
14. Doing it over. Example is not the main thing in influencing others; it is the
only thing