Personal application of Deming's 14 Points

["John Bruman" <jbruman@precisiondie.com>]

J Clauson:
I don't know if any of the other DENizens may find this interesting, but It
turned out to be a very interesting exercise for me.

I recently read through the latest Quality Progress with the position papers
of all the Quality Systems guys relative to the Ford/Firestone fiasco. As I
read their explanations of how such things could happen in organizations
that supposedly had "all the pieces in place" to avoid such troubles, it
occurred to me that regardless of all the Quality Systems things we
implement we have to support them with some sound philosophies or they
simply won't work.

I then began re-visiting  our original 14 points and seeing how they could
be interpreted in terms of common ethics and a creddo for leadership. As I
progressed, it suddenly dawned on me that I was writing a creedo for myself,
and the way I would like to run my personal and professional life.
This can be a very effective learning exercise for anyone to use when
teaching Deming's 14 points. Simply, ask the students to interpret their
understanding of each of the points in terms of their own personal position.

Here's my personal example.
J Bruman

[Moderator's note - the following was converted from Word to ascii for
inclusion here and lost formating.]

W.E. Deming
14 Points
(with apologies)
Paraphrased by and for John Bruman

1.	Create constancy of purpose for improvement of product and service.
While dealing with the problems of today, do not shirk responsibility for anticipating, predicting, and preparing for the challenges of tomorrow. Instead of getting better and better at what you're doing, find better things to do. Seek out the tasks of tomorrow and plan, train, and equip yourself to do them better, faster, and cheaper than anyone else.
Determine that you will stay in business, succeed, grow, and expand opportunities for everyone.

2.	Adopt the new philosophy.
Lead instead of managing.
Create a vision and direction that optimizes in place of compromising.
Learn to accept responsibility for your own actions and decisions. Learn how to make better decisions, and take more enlightened and effective actions.

3.	Cease dependence on inspection to achieve results.
Learn how to plan success into your processes instead of relying on numbers and counts of failures. Prove the experts wrong, you can improve things without counting them.
Keep measurements and data global and aligned with values and vision. Keep track of successes, enjoy and glory in them. Encourage yourself and others to repeat them continuously.

4.	End the practice of awarding business on the basis of price tag.
Form and nurture alliances and partnerships in place of adversarial relationships. Work to make a bigger Pizza instead of trying to get a bigger piece. 
Help and support your suppliers, employees, colleagues, and family as partners. Make sure they know what you need, and when they have done it right. 

5.	Improve constantly and forever, the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
Dedicate yourself to constant learning and constant improvement in the performance of every task and responsibility. Find ways of doing everything with fewer resources, less time, and more enjoyment.

6.	Institute training on the job.
If you don't know it, learn it. If you can't learn it, find someone that knows it, and make them a partner (see point 4). 
Knowledge is not power, intelligence is.

7.	Institute leadership. (See points 8 and 12). Your aim should be to help people and systems do a better job.
Avoid "pigeon-holing" and stereotyping people. 
Find out what your employees, colleagues, and family need to realize success. What/how much of those things can you provide? How can you help without meddling or tampering?
Learn and apply the principles of assignable vs. common causes, and deal with them appropriately. Adjust that which needs adjusting, change that which needs changing, and use wisdom to know the difference.

8.	Drive out fear.
Expose your humanity. Be approachable.
Share information freely.
Encourage risk-taking by not condemning mistake-making.
Measure processes instead of people.
Listen, listen, listen.

9.	Break down barriers.
Keep focused on long range vision and values. Share the vision with everyone. 
Build consensus in all things. Eliminate compromise and adversarial relations.

10.	Eliminate slogans, exhortations and targets for the workforce.
Encourage people instead of nagging them. Cease habitual haranguing and whining. Praise people for continual, bit-by-bit improvement rather than asking why they haven't done better.
Teach cheerleading instead of sniveling.
Measure processes instead of people.

11.	Eliminate numerical quotas.
Celebrate and encourage the uniqueness of every individual. Not all people do things in the same manner, therefore they cannot be expected to accomplish arbitrary targets based on averages or stereotyping.
Encourage and learn from diversity of opinions, culture, and abilities. 
Measure processes instead of people.

12.	 Remove barriers that rob people of pride of workmanship.
Learn from those you teach and lead. Find out what everyone needs and try to find ways of helping them accomplish their own definition of success.
Maintain a sense of humor. Take a sincere interest in everyone.
Demonstrate sincere pride in the accomplishments of those you live and work with. Always remember: "There is no limit to what can be accomplished if you don't care who gets the credit."

13.	Encourage education and self-improvement for everyone.
Be a mentor and coach rather than a boss.
Set an example of continuous learning. 
Help people find answers to their questions. Help them learn how they can make a positive impact on society as well as attainment of their professional accomplishments.

14.	Take action to accomplish the transformation .
Just do it.
Start now.