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64 PCB007 MAGAZINE I DECEMBER 2019 agement's control—the sys- tems. This position was a bit revolutionary for America in the 1950s and was a major reason his philosophy was not well-received when origi- nally introduced. Dr. Deming had many influential quotes over his illustrious career, but as a personal note, it was his famous quote—"It is not nec- essary to change. Survival is not mandatory."—that was the inspiration for the title of my book Survival Is Not Man- datory: 10 Things Every CEO Should Know About Lean. Core Attributes of the Deming Philosophy The framework for Dr. Deming's philoso- phy is his famous 14 points for management, which focus on process improvement through statistical analysis instead of relying on inspec- tion. These 14 points stemmed from Deming's obsession with variation. Deming saw varia- tion as a "disease" that threatened American manufacturing; the more variation, the more waste. Dr. Deming is credited with turning around Japan's product quality and helping to rebuild the country into the automotive and electronics manufacturing power it has be- come. In 1951, The Deming Prize was estab- lished as one of the highest awards on TQM in the world. Deming's 14 Points for Management 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business and provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. 4. End the practice of awarding business on the basis of price tag (lowest bid mental- ity). Instead, focus on the total cost. Move toward a single supplier for any one item, building a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production and service to improve qual- ity and productivity, and thus constantly decrease costs. 6. Institute training on the job. Employees need to know not only how to do a job right, but why they are doing the job. 7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of an overhaul, as well as supervision of production workers. 8. Drive out fear so that everyone may work effectively for the company. Eliminate finger-pointing and foster an environment of empowerment and trust. 9. Break down barriers between departments. People in research, design, sales, and production must work as a team to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the workforce asking for zero Deming writing about statistical testing—1980s. (Photo courtesy of The W. Edwards Deming Institute®)

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