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Wednesday November 22nd 2017

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Lean – Deming’s 14 principles

  1. Everybody to work on transformation. The customer demands and taste change very fast and the competition in the market grow at a rapid rate. New philosophies have to be accepted rapidly according to the market trends and technology revolutions.
  2. Constancy of purpose – customer value. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
  3. Adopt the new philosophy of cooperation (win-win) in which everybody wins. Put it into practice and teach it to employees, customers and suppliers.
  4. Cease dependence on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
  5. Don’t use price alone. End the practice of awarding business on the basis of price tag. Instead, minimise total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
  6. Improve Constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
  7. Training for skills. Institute training on the job. A trained worker has more productivity and quality than an untrained one, so giving training sessions will drastically improve the quality of the person and directly it helps in better product quality performance.
  8. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Leadership is required not supervision.
  9. Drive out fear; bring in trust so that everyone may work effectively for the company.
  10. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production.
  11. Eliminate slogans and targets and exhortations to the workforce asking for zero defects and new levels of productivity. Such exhortations 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.
  12. Eliminate numerical goals and quotas both on the factory floor and for the managers. Substitute with leadership.
  13. Remove barriers that rob people of joy in their work. The responsibility of supervisors must be changed from sheer numbers and objectives to quality.
  14. Education and self-improvement. Institute a vigorous program of education and self-improvement.

 



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