Читать книгу Statistical Quality Control - Bhisham C. Gupta - Страница 27

Earlier in this chapter, we noted that the characteristic of quality improvement is not static; rather, it is an ongoing process. It becomes the responsibility of all management that all appropriate steps are taken to implement quality improvement. The first step by management, of course, should be to transform “business as usual” into an improved business by instilling quality into it. Deming's 14‐point philosophy is very helpful to achieve this goal:

1 Create constancy of purpose for improving products and services.

2 Adopt the new philosophy. That is, management must learn about the new economic age and challenges such as competitiveness, and take responsibility for informing and leading their business.

3 Cease dependence on inspections to achieve quality.

4 End the practice of awarding business based on price alone; instead, minimize total costs by working with a single supplier.

5 Constantly improve every process for planning, production, and service.

6 Institute training on the job.

7 Adopt and institute leadership.

8 Drive out fear.

9 Break down barriers between staff areas.

10 Eliminate slogans, exhortations, and targets for the workforce.

11 Eliminate numerical quotas for the workforce and numerical goals for management.

12 Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system.

13 Institute a vigorous program of education and self‐improvement for everyone.

14 Put everybody in the company to work to accomplish the transformation.

This philosophy can be used in any organization to implement total quality management (TQM). For more details and examples, we refer you to Out of the Crisis (Deming 1986).