Deming's 14 Points

1."Create constancy of purpose towards improvement". Replace short-term reaction with long-term planning.

2."Adopt the new philosophy". The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so.

3."Cease dependence on inspection". If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any.

4."Move towards a single supplier for any one item." Multiple suppliers mean variation between feedstocks.

5."Improve constantly and forever". Constantly strive to reduce variation.

6."Institute training on the job". If people are inadequately trained, they will not all work the same way, and this will introduce variation.

7."Institute leadership". Deming makes a distinction between leadership and mere supervision. The latter is quota- and target-based.

8."Drive out fear". Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests.

9."Break down barriers between departments". Another idea central to TQM is the concept of the 'internal customer', that each department serves not the management, but the other departments that use its outputs.

10."Eliminate slogans". Another central TQM idea is that it's not people who make most mistakes - it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive.

11."Eliminate management by objectives". Deming saw production targets as encouraging the delivery of poor-quality goods.

12."Remove barriers to pride of workmanship". Many of the other problems outlined reduce worker satisfaction.

13."Institute education and self-improvement".

14."The transformation is everyone's job".


管理原則 說明
1.改善要有目標 企業組織必須有長期的品質目標，並藉以提高產品與服務的品質。
2.採用新觀念 企業組織應採用新的經營哲學與理念，並透過溝通、管理與制度運作，建立所有員工對品質的共識。
3.停止靠檢驗達成品質 最終檢驗無法提升品質，改善品質應最根本做起。
4.廢除最低價競標制度 應慎選供應商，購買高品質的材料與零組件，而非以價格作為選商基礎。
5.持續改善 持續不斷地改善生產與服務系統。
6.建立職訓制度 不斷地對於工實施教育訓練，促使其作對的事情。
7.建立領導體系 管理者應建立領導風格，致力於消除妨礙生產效率的各種有形與無形的因素。
8.掃除恐懼 管理者協助員工面對問題，排除恐懼。不應該讓員工單獨面對問題。
9.破除部門間的藩籬 管理者應建立部門間的溝通管道，掃除部門間的障礙，為改善品質而努力。
10.避免過多的口號 管理者應對改善品質身體力行，而不是一直向員工喊口號、訓誡或訂目標。
11.廢除數字及目標,代之領導 要以優秀的領導達成工作要求，而不是以數字或目標。
12.鼓勵員工 讚揚員工的工作績效，使他們以工作為榮。
13.教育訓練 擬定教育訓練與自我改進計畫。
14.致力轉型 企業組織內的每一個人都應參與品質活動，並促成其工作態度的轉變。