Deming 14 Point

1 Create and Publish the Aims and Purposes of the Organization Management must demonstrate constantly their commitment to this statement. It must include investors, customers,
suppliers, employees, the community, and a quality philosophy. The statement is a forever changing document that requires input from everyone.

2 Learn the New Philosophy Top management and everyone must learn the new philosophy. Organizations must seek never-ending improvement and refuse to accept nonconformance.
Customer satisfaction is the number one priority, bcz dissatisfied customer not purchase nonconforming product and services.

3 Understand the Purpose of Inspection Management must understand that the purpose of inspection is to improve the process and reduce its cost. Mass inspection is managing for failure
and defect prevention is managing for success.

4 Stop Awarding Business Based on Price Alone The organization must stop awarding business based on the low bid, because price has no meaning without quality.

5 Improve Constantly and Forever the System Management must take more responsibility for problems by actively finding and correcting problems so that quality and productivity are
continually and permanently improved and costs are reduced.

6 Institute Training Each employee must be oriented to the organization. . Management must allocate resources to train employees to perform their jobs in the best manner possible.

7 Take Action to Accomplish the Transformation Management has to accept the primary responsibility for the never-ending improvement of the process. It has to create a corporate structure
to implement the philosophy.

8 Encourage Education and Self-Improvement for Everyone A long-term commitment to continuously train and educate people must be made by management.

9 Remove Barriers That Rob People of Pride of Workmanship Loss of pride in workmanship exists throughout organizations because (1) workers do not know how to relate to the
organization’s mission, (2) they are being blamed for system problems.

10 Eliminate Exhortations for the Work Force Exhortations that ask for increased productivity without providing specific improvement methods can handicap an organization.

11 Teach and Institute Leadership Improving supervision is management’s responsibility. All communication must be clear from top management to supervisors to operators.

12 Drive out Fear, Create Trust, and Create a Climate for Innovation Driving fear out of the workplace involves managing for success. Fear is caused by a general feeling of being powerless to
control important aspects of one’s life.

13 Optimize the Efforts of Teams, Groups, and Staff Areas Management must optimize the efforts of teams, work groups, and staff areas to achieve the aims and purposes of the organization.

14 Eliminate Numerical Quotas for the Work Force Instead of quotas, management must learn and institute methods for improvement. Quotas and work standards focus
on quantity rather than quality.

Implementation QMS

1. Top Management Commitment The most important step in implementing a quality system that will meet or exceed an ISO 9000 standard is to acquire the full support of upper
management. The chief executive officer (CEO) must be willing to commit the resources necessary to achieve certification.

2. Appoint the Management Representative In the appointment of a management representative the person is responsible for coordinating the implementation and maintenance of the
quality system and is the contact person for all parties involved in the process, both internal and external.

3. Awareness This step requires an awareness program. Because the process is going to affect every member of the organization as well as require their input, it stands to reason that everyone
should understand the quality system.

4. Appoint an Implementation Team

After everyone has been informed of the organization’s intentions to develop the quality system, an implementation team should be assembled. This team should be drawn from all levels and
areas of the organization so that it is representative.

5. Training The implementation team, supervisors, and internal audit team should be trained

6. Time Schedule This activity develops a time schedule for the implementation and registration of the system.

7. Select Element Owners…

8. Review the Present System Perform a review of the present quality system. Copies of all the quality manuals, procedures, work instructions, and forms presently in use are obtained.

9. Write the Documents Prepare written quality policy and procedure manuals—they can be combined into one document. Write appropriate work instructions to maintain the quality of
specific functions.

11. Internal Audit Conduct an internal audit of the quality system. This step is necessary to ensure that the system is working effectively.

12. Management Review The management review is used to determine the effectiveness of the system in achieving the stated quality goals.
There was no tool or logic which was used in japan to standardize its products. In japan one factor was overlooked and narrowly seen for the use of standardization and systematization in
order to take benefits of an improvement process. Standardization is related to the content and the way this content is used within a company.

The Japanese used this thinking and applied it which lead them to nationwide standardization for their tool and techniques. It is basically based on the Pareto Principle it is also called as 80/20
rule. This rule indicates that mostly, 80% of the total revenue is based on sales to only 20% of the total customer base, or another example, that 20% of the components cause 80% of the
product quality problems. 7 QC tools were developed to solve many general problems. A PDCA cycle was developed to solve problems i.e. an act was used which says analyze a process
improvement method if this method is found effective and good the improvement should be added to the SOP's. Later on 7 qualitative management tools were also standardized as these tools
were found effective to solve many problems for managers and also other people working around the same environment. And after that these standards were made across the whole country
so individual companies can take benefit of it i.e. Motorola standardized their way of measuring quality, in terms of the number of defects in relation to the opportunity of making an error (six
sigma program), which made common language in the company and made a common goal structure. There is a common understanding of the importance of having a standardized way of
solving problems. One example is the process of “Quality Improvement Process" which provides all employees worldwide with a common understanding on how to work together in a
systematic way. A further area of standardization was the training and development of the employees. Standardizing content (courses, tools and techniques, etc.) but also the way that the
content is trained. The major step was to diffuse TQM all over the organization so everyone should know about the benefits that will TQM provide to the whole organization in a standardized
way.

Leader Role in TQM

Everyone is responsible for quality, especially senior management and the CEO; however, only the latter can provide the leadership system to achieve results. For instance, in the 1980’s,
General Electric’s CEO, Jack Welch, instituted leadership training courses at all levels of the organization. The General Electric training courses taught leadership approaches and models and
provided the opportunity for teams to develop solutions to real business problems. Many of the solutions the teams developed were implemented. Jack Welch supported the development of
a leadership system whereby quality control leaders were developed at all levels in all functions of the organization, including research, marketing, manufacturing, sales, finance, and human

resources. Senior managers need to be provided with the skills to implement quality control techniques and actively participate in the quality council .
Kaizen is a Japanese word for the philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone. It is the process of
continuous improvement in small increments that make the process more—efficient, effective, under control, and adaptable. Improvements are usually accomplished at little or no expense,
without sophisticated techniques or expensive equipment. It focuses on simplification by breaking down complex processes into their sub-processes and then improving them. The Kaizen
improvement focuses on the use of:13 1. Value-added and non-value-added work activities. 2. Muda, which refers to the seven classes of waste—over-production, delay, transportation,
processing, inventory, wasted motion, and defective parts. 3. Principles of motion study and the use of cell technology. 4. Principles of materials handling and use of one-piece flow. 5.
Documentation of standard operating procedures.

The ISO 9000 family of quality management systems (QMS) is a set of standards that helps organizations ensure they meet customer needs within statutory and regulatory
requirements related to a product or service. [

 ISO 9000 deals with the fundamentals of QMS,  including the seven quality management principles that underlie the family of standards.
]

ISO 9001 deals with the requirements that organizations wishing to meet the standard must fulfill.

ISO 9001 is the international standard for creating a Quality Management Systems (QMS), published by ISO (the International Organization for Standardization).