Developed by W. E. Deming, the 14 principles develop a set of good managerial practices to help companies increase quality and productivity.
Principle 1 : Keep a firm eye on the goal of improving products and services
This implies, in the short term, maintaining quality, but above all, in the longer term, building on innovation, research and training of staff.
Principle 2: Adopt the new philosophy
Often, it is a matter of questioning the organization’s traditional image of quality in the relationships it establishes with its customers and suppliers..
Principle 3 : Eliminate the need for systematic inspections at the end of the process
It is better to integrate quality into the product / service in order to intervene on the incident as soon as possible, and / or improve its design so as to reach the “ Good first time”“.
Principle 4 : End the purchase policy at the lowest price
The policy of the low price is established over time to the detriment of that of the improvement of the quality. It is therefore better to develop long-term and privileged relations with the suppliers ensuring the quality of the delivered products..
Principle 5 : Constantly and constantly improve the production system and the service
It’s about integrating, researching and preventing problems, and that permanently. It also means moving the improvement across the entire product development chain from concept to distribution.
Principle 6 : Establish a training system
Actions must be taken towards the training and professional development of staff.
Principle 7 : Adopt and institute leadership
The principle is generally reflected in a greater role given to the operational staff in the proposal for suggestions for improvement, or by redefining the missions of the managers more focused on assisting the operational staff in carrying out their tasks.
Principle 8 : Chase the fear
Each employee must be in a position to submit suggestions for improvement without fear for his position.
Principle 9 : Remove inter-service barriers
As each service in the company is both a customer and a supplier, the effort must be focused on communication and the quality of inter-service exchanges. This principle also induces the need to work more as a team.
Principle 10 : Eliminate slogans, exhortations and performance goals
The first cause of non-quality generally coming from the system and not from the staff, it is better to concentrate on improving this system than to rely on information campaigns aimed at staff..
Principle 11 : Eliminate production quotas and quantified targets
The targets for production volumes to be achieved can sometimes slow down the most productive items, as these targets are usually set on the basis of a productivity survey of a standard item. These objectives and quantitative quotas also favor the establishment of a climate of fear among the operational staff, incompatible with the search for quality assurance..
Principle 12 : Remove barriers to pride at work
It is about eliminating all that can frustrate the operators and / or the management to the pride of their know-how. All employees must realize that they have a contribution to quality improvement, and must feel that this contribution is actually recognized.
Principle 13 : Establish a proactive training and staff development program
Progress in productivity and quality being closely linked to the knowledge held and acquired by employees, the training and development of these employees are key principles of total quality..
Principle 14 : Act to accomplish the transformation
This involves creating a structure in the watchdog organization with the mission to enforce the thirteen previously enunciated principles.
W. E. Deming (1986) – Out of The Crisis