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The Final Word by Helen Roush
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Quality Management

It is not enough to do your best; you must know what to do, and then do your best. - W. Edwards Deming.

Every business has one simple goal -- spinning the invoice printer. In order to spin the invoice printer effectively, quality management must exist to ensure that a product is consistent and that a desired level of excellence is maintained.

Quality management has four main components: quality planning, quality assurance, quality control and quality improvement. Further, quality management is not only focused on product or service quality, but also on the means in which it is achieved.

Edwards Deming is known as the leading management thinker in the field of quality. He strived for continuous improvement of organizations.

In Deming's book, Out of Crisis, he offered 14 key principles to managers for transforming business effectiveness. His 14 key principles are as follows:

  1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive, to stay in business and to provide jobs.

  2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

  3. Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.

  4. End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.

  5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

  6. Institute training on the job.

  7. Institute leadership. The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

  8. Drive out fear, so that everyone may work effectively for the company.

  9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and usage that may be encountered with the product or service.

  10. Eliminate slogans, exhortations, and targets for the work force 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 work force.

    1. Eliminate work standards (quotas) on the factory floor. Substitute with leadership.

    2. Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership.

  11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.

  12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objectives.

  13. Institute a vigorous program of education and self-improvement.

  14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

The Deming philosophy focuses on removing barriers, increasing efficiencies, reducing wasted time, boosting motivation, promoting collaboration and providing better insight into what is actually going on in the organization.

Improve quality, you automatically improve productivity. - W. Edwards Deming.

Those are words we should all strive to live by every day.

Helen Roush is Executive Vice President of Paperitalo Publications.
 

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