Deming's Fourteen Management Principles

1. Create eternal goals for the improvement of products and services. We should strive to remain competitive, make long-term business plans and provide employment opportunities.

1. Customers only buy better products and services.

Companies should make profits and beautify people's lives.

Second, adopt a new philosophy.

1. We should adopt new ideas that can cope with competition.

Don't underestimate the difficulty of changing ideas.

Third, stop relying on large-scale inspection to obtain quality (stop relying on large-scale inspection). It is too late, ineffective and expensive to improve quality by inspection. Quality does not come from inspection, but from the source of implantation, improving the system process. Inspection, scrapping, degradation and rework are not the correct methods to improve the system process. When the quality is not in place, inspection is better than no inspection. Inspection may be the only available method, but the losses have been caused, some can not be made up, and some can be reworked, but the cost will still increase.

A check is a very limited tool.

It is very harmful to reward inspectors for finding more defects.

3. Check to unify standards, clear responsibility to people.

4. End the practice of warning merchants only by price tag. Low prices without quality are meaningless. Low quality will lead to the decline of product quality, so the increase of comprehensive cost is an inevitable result. Ending the buying habit of only looking at the price can actually reduce the overall cost.

1. Low-cost procurement without quality is extremely expensive.

2. Use a single supplier to provide a single part or service.

5. Continuously improve the production and service system (continuously improve the production and service system). Improve quality and productivity, and continuously reduce costs.

1. Trying to improve the results without improving the system is deceiving yourself.

2. Statistical process control is the key to system management and improvement.

3. Control chart is a powerful tool for system management and improvement.

Six, the implementation of job function training (hospital on-the-job training). Today, make sure everyone has the skills and knowledge to do their current job well.

1. There will be no extra cost for training.

2. Training teachers should be professional, and self-study is often flawed.

Seven, the establishment of enterprise management leading institutions (hospital leaders). The job of managers is not to supervise, but to lead with leadership. The goal of management is to help people, machines and equipment work better.

1. Improvement is the responsibility of leaders.

2. Team spirit is a key variable

Eight, eliminate fear (dispel fear), so that every employee can work effectively for the company. The stronger the fear, the worse the work effect of employees, and the extreme fear will bring disastrous consequences to the company or the country.

1. Fear leads to inefficiency and lies.

Fear will cost the company a heavy price.

9. Break down barriers between departments. Cooperation between departments should replace competition and tear down the fence. People in research, design, sales and production departments must work as a team, predict production problems, find and solve these problems as soon as possible, and improve the quality of products and services.

1. There are always insurmountable obstacles between departments.

2. End the maximization of departmental interests and strengthen inter-departmental exchanges.

3. Replace traditional functional management with project or compound management.

Ten, cancel the slogan motto and warning for employees (elite slogan, exceptions and targets for the labor force). The transitional slogan warning will produce pressure, frustration, resentment, fear, distrust and lies, and the movement will eventually become a prank.

1. often can't provide any help to employees or it doesn't matter.

2. Often convey distrust, fear or unattainable goals.

Eleven, cancel the quota management and target management (elite labor quota. Elite management by objectives) and replace it with leadership.

1. Sales quota violates objective laws.

Production quota is a huge obstacle to continuous improvement.

3. Change the attitude towards people and replace control with trust.

The company's rules and regulations should be aimed at 95% trustworthy employees.

Twelve, remove the obstacles that deprive hourly workers of their pride in the workplace. Remove obstacles that prevent people from gaining workplace pride in management and engineering. The responsibility of managers must be changed from simple numerical goals to quality goals. This means canceling annual personal goals or ranking performance appraisal and target management.

1. Annual ranking/scoring performance appraisal is unfavorable to others and the company.

2. Target performance rewards make employees lose their intrinsic motivation.

3. Target performance appraisal management is self-destructive.

Thirteen. Encourage everyone to learn and improve themselves. For tomorrow, implement a strong education plan of learning and self-improvement.

1. The biggest improvement comes from the minds of the staff in the system.

2. Learning is the guarantee for employees and companies to survive tomorrow.

Fourteen Take action to adapt to the change. Let everyone in the company strive to achieve transformation, and transformation is everyone's job.