Baldrige and

the Deming
Philosophy
DEMING BALDRIGE
 Createand publish to  Statement of Purpose
all employees a
statement of the aims
and purposes of the
company or other
organization.
DEMING BALDRIGE
 Learnthe new  Learnthe new
philosophy, top philosophy.
management and
everybody.
DEMING BALDRIGE
 Understand the purpose  Understand Inspection
of inspection, for
improvement of
processes and reduction
cost.
DEMING BALDRIGE
 End the practice of  EndPrice Tag
awarding business on Decisions
the basis of price tag
alone.
DEMING BALDRIGE
 Improve constantly and  Improve Constantly
forever the system of
production and service.
DEMING BALDRIGE
 Institute training.  Institute training.
DEMING BALDRIGE
 Teachand institute  Teachand institute
leadership. leadership.
DEMING BALDRIGE
 Drive out fear. Create  Driveout fear and
trust. Create a climate innovate.
for innovation.
DEMING BALDRIGE
 Optimize toward the  Optimizethe efforts of
aims and purposes of teams and staff.
the company the efforts
of teams, groups, staff
areas.
DEMING BALDRIGE
 Eliminateexhortations  Eliminate exhortations.
for the workforce.
DEMING BALDRIGE
 Eliminate  Eliminate quotas and
numerical
quotas for production . MBO.
 Eliminate MBO
[management by
objective]. Instead, learn
the capabilities of
processes and how to
improve them
DEMING BALDRIGE
 Remove barriers that  Remove barriers.
rob people of pride of
workmanship.
DEMING BALDRIGE
 Encourage education  Encourage education.
and self-motivation for
everyone.
DEMING BALDRIGE
 Take action to  Take action.
accomplish the
transformation.
The Deming Cycle
 Total Quality (TQ)
According to James R. Evans and William M. Lindsay(2019,
10th Ed. p.16) is a people-focused management system that
aims at a continual increase in customer satisfaction at
continually lower real cost.
 The term Total
Quality
Management was
developed by the •participation of all
U.S. Naval Air members of an organization
Systems Command
to describe its •in improving goods,
Japanese-style services
approach to quality
improvement that is •and the
based on organizational
culture
SIX SIGMA
Six Sigma can be described as a
business improvement approach that seeks
to find and eliminate causes of defects and
errors in manufacturing and service
processes by focusing on outputs that are
critical to customers and a clear financial
return for the organization .
Principles of Six Sigma
1. Think in terms of key business
processes and customer requirements
with a clear focus on overall strategic
objectives.
2. Focus on corporate sponsors
responsible for championing projects,
support team activities, help to
overcome resistance to change, obtain
resources.
Principles of Six Sigma
3. Emphasize such quantifiable measures
as dpmo that can be applied to all
parts of an organization.
4. Ensure that appropriate metrics are
identified early in the process and that
they focus on business results, thereby
providing incentives and
accountability
Principles of Six Sigma
5. Provide extensive training followed by
project team development to improve
profitability, reduce non-value added
activities, and achieve cycle time
reduction.
6. Create highly qualified process
improvement experts who can apply
improvement tools and lead teams
Principles of Six Sigma
7. Set stretch objectives for improvement.
 Comparison
TQM Six Sigma
 TQM is based  SixSigma is
largely on worker owned by business
improvement and leader champions.
teams.
 Comparison
TQM Six Sigma
 TQM activities  SixSigma projects
generally occur are truly cross-
within function, functional.
process, or
individual
workplace.
 Comparison
TQM Six Sigma
 TQM training is  SixSigma focuses
generally limited on a more rigorous
to simple and advanced set
improvement tools of statistical
and concepts. methods and
DMAIC
methodology.
 Comparison
TQM Six Sigma
 TQM is focused  SixSigma
on improvement requires a
with little verifiable return
financial on investment and
accountability. focus on the
bottom line.