Point
|
Aguayo |
Deming |
Gabor |
Gitlow |
Walton |
Reshef
|
1. Creating constancy of purpose
|
Investing in ideas and technologies |
Allocating resources for long-term planning and education.
Improving the design of products and services. |
Evaluating the future needs of customers. Committing to
long-term strategies. |
Establishing a mission statement. Encouraging continuous innovation
and product improvement. |
Allocating resources to research, education, and continuous
improvement. |
QI is a race without a
finish line. |
|
2.
Adopting the new philosophy
|
Changing the managerial philosophy of the company. |
New transformation of top management. |
Adopting quality as the new philosophy. |
Altering the corporate structure. |
Top management's commitment to quality. | A thought revolution;
from managers to
leaders.
|
3. Ceasing reliance on mass inspection
|
Ceasing reliance on mass inspection to improve quality.
|
Relying on mass inspection is ineffective and costly. Using
statistical control techniques is more effective. |
Ceasing dependence on mass inspection. |
Relying on statistical evidence of quality. |
Building quality into the product or service. |
Design quality into the
production process, and rely on SPC. |
4. Ending the practice of awarding business based on price alone
|
Involving suppliers in the product development process.
|
Establishing long-term relationships with suppliers.
Working toward single suppliers. |
Establishing close relationship with suppliers. |
Encouraging long-term, single-source relationships between
buyers and vendors. |
Developing long-term relationship of loyalty with single
vendors. |
Select a few suppliers and establish long-term
relationship with them.
|
5. Improving constantly the system of production or service
|
Continually improving the process. |
Understanding customers' needs. |
Constantly defining and redefining the
consumers' wishes.
|
Reducing the difference between customers' needs and
process performance. |
Assessing competitors to improve the product or service.
|
Continuous process
improvement to satisfy, and exceed, customer expectations. |
|
6. Instituting training
|
Training employees in quality-related matters. |
Training employees in quality-related matters. |
Training employees in recognizing when a system is out of
control. |
Training employees in how to perform their jobs. Training
employees in understanding the product or service. |
Training all employees in control charts and in the
significance of variation. |
Provide workers with the
skills they need to control what they do and improve quality. |
|
7.
Instituting leadership
|
Recognizing how to help those who are in need of training.
Helping employees without passing judgment. |
Empowering supervisors to improve working conditions (see p. 248).
|
Transforming the role of a supervisor from a cop to a
coach. |
Understanding how the role of employees fits the aim of the
organization. Creating trust among employees. |
Helping employees on the job. |
Control vs. culture building.
Managers should help
their employees develop
to their full potential.
|
|
8. Driving out fear
|
Eliminating fear of losing one's job. |
Empowering employees to express new ideas and to ask
questions. |
Reporting working conditions that interfere with quality.
|
Providing job security. |
Calling attention to conditions that interfere with
quality. Providing job security. | Avoid external
and enhance internal
commitment. From survival to empowerment.
|
9. Breaking down barriers among departments
|
Teaming in research, design, sales, and production. |
Teaming in research, design, purchasing, and sales. |
Cooperating on common objectives. |
Pursuing the firm's unifying goals. |
Teaming to solve problems. |
Establish cross-functional
teams; enable cooperation across departments.
|
10. Eliminating slogans and targets
|
Poor quality originates from the system, not the workforce.
|
Removing obstacles is management's responsibility. |
Managing by numbers focuses on the end goal rather than the
process. |
The system and its variation are top management's
responsibility. |
Slogans fail to provide the means to meet goals. |
Slogans are goals
without implementation.
They breed cynicism. |
|
11. Eliminating numerical quotas
|
Workers are unable to produce beyond the
system's
capability. |
A goal beyond the capability of the system cannot be
reached. |
Workers should not be subjected to quotas because they can
work only as well as the system permits. |
Work standards should consider both quality and quantity.
|
Defining the limits of the job rather than assigning
arbitrary quotas. | Numeriacl goals are
not process improvement.
They may establish
"a ceiling of mediocrity."
Workers are saddled by the system.
|
|
12. Removing barriers to
pride in workmanship
|
Providing clear goals and objectives.
Eliminating pressure
for short-term results. |
Providing adequate documentation on how to do the job.
Eliminating merit ratings. |
Eliminating merit and annual ratings. |
Eliminating annual or merit ratings. Providing adequate
supervision and training. |
Providing workers with the proper equipment and supplies.
| Eliminate MBO.
Make sure no one has to promote a bad product, policy, or decision.
|
|
13. Instituting education and self-improvement
|
Providing resources to develop employees' skills for future
needs. |
Providing training that is directed toward long-term needs.
|
Instituting a program of education and self-improvement
|
Encouraging education in team building and conflict
resolution, and consensus in decision making. |
Encouraging training in skills that are
not directly
related to specific tasks. |
Provide workers with
opportunites for self
growth through life-
long learning. |
|
14. Taking action to accomplish the transformation
|
Hiring trained consultants to help in the transformation
process. |
Executing plans aimed at improving quality. |
Making the improvement policy plans visible to all
employees. |
Helping employees understand the company's mission. |
Seeking the expertise of quality consultants.
Educating
employees about the importance of quality. |
Do not get bogged down
by over-thinking
and over-planning. |
