Deming’s Points of Management – 14 Key Principles

Deming’s 14 Points
  • Create a constant purpose toward improvement. Plan for quality in the long term. …
  • Adopt the new philosophy. …
  • Stop depending on inspections. …
  • Use a single supplier for any one item. …
  • Improve constantly and forever. …
  • Use training on the job. …
  • Implement leadership. …
  • Eliminate fear.

Effective management, leadership, and initiatives like Total Quality Management (TQM) and Six Sigma all place a strong emphasis on quality. These initiatives help businesses succeed or reach their goals faster. Similarly, 14 points of Deming is a sub-programs under TQM. It applies to any type and size of business. However, there are described the 14 points of Deming.

Deming’s 14 Points For Management – Explained

What are Deming’s points of management?

Demings points of management are 14 guidelines that management can adhere to in order to change an organization’s current management style to one that is effective and efficient. The guidelines are all transformational, with a focus on leadership and choosing quality over cost-cutting. Any size or type of business can benefit from Deming’s ideas and the philosophies they advance. Adhering to the points’ tenets necessitates a systemic management strategy that prioritizes people and systems.

Who was Dr. W. Edwards Deming?

After World War II, American statistician, engineer, and business professor Edwards Deming traveled to Japan to assist with the census. He made a significant contribution to Japan’s economic recovery and developed a reputation for boosting productivity and cutting costs in Japanese manufacturing firms. His experiences inspired him to develop the System of Profound Knowledge and a list of 14 fundamental management principles.

Deming’s 14 points of management

The best way to create a management system that is quality-oriented is to use all 14 of Deming’s points of management because they are all interconnected. Here are Demings 14 points of management:

1. Create constancy of purpose toward improvement

Constancy of purpose entails considering long-term systems and continuously concentrating on enhancing goods and services. Organizations take a long-term approach, think strategically, and allocate resources to research and education rather than concentrating on quick fixes for immediate issues. Building trusting relationships through constant innovation and putting customers first keeps a business successful and competitive.

2. Adopt the new philosophy

Organizations must adopt a new mindset that puts quality and customer service first. To reduce delays, low productivity, and subpar products, all employees within the company must adopt the new philosophy and collaborate. To ensure that every employee understands their part in exceeding customers’ expectations, leadership is necessary.

3. Cease dependence on inspections

Inspections that find issues with a finished good or service are too late because the issue already exists in the product. Organizations should work to implement systems that incorporate quality into their goods and services at every stage of production. Improvements to the parts and procedures make inspections unnecessary by ensuring that quality is built into the product at every stage.

4. Use a single supplier for any one item

To ensure consistency and innovation, businesses need to view suppliers as partners and cultivate relationships with dependable ones. Instead of allocating business solely on the basis of price, they should cultivate long-term relationships with suppliers who can meet their organizations’ quality standards. Treat suppliers as an integral part of your business, and work with them to enhance both the quality and efficiency of your operations.

5. Improve constantly

To increase productivity, enhance quality, and lower costs, organizations must constantly assess and improve systems and processes. Continual process improvement can take many different forms, such as education and training, gaining a deeper comprehension of how customers use products, and cultivating connections with suppliers. The process of perpetual improvement involves all organizational levels.

6. Institute on-the-job training

Employers who invest in employee training are able to get the most out of what their staff members have to offer. Employee productivity will increase if a foundation of shared understanding is established that teaches them the value of consistency, the organization as a system, and their part in it. It is essential to create a setting and culture that encourage effective teamwork and let employees benefit from one another.

7. Institute leadership

For Deming, implementing leadership meant emphasizing the significance of management that actively eliminates the causes of failure and assists employees in performing their jobs more effectively. In order to be leaders and coaches rather than supervisors, managers must be familiar with their team and the procedures they employ. Instead of focusing on quotas and targets, they should find ways to assist their team members in achieving their full potential.

8. Eliminate fear

Because decision-makers frequently lack access to accurate data and truthful figures, fear is counterproductive and detrimental to an organization’s success. Employees may refrain from acting in the best interests of the company and have an impact on strategic decisions if they are afraid of management, failure, or repercussions. By promoting open and honest communication, teamwork, and mutual respect at all levels, organizations can eradicate fear.

9. Break down barriers between departments

All organizational departments must work together to deliver high-quality goods and services to clients. Organizations should concentrate on collaboration, creating a shared vision, and ensuring that everyone is aware of how each component of the organization operates in order to accomplish this. Taking down barriers encourages the idea of the “internal customer,” where employees understand that each department produces products for other departments.

10. Eliminate slogans, exhortations, and targets

Though intended to inspire, inspiring phrases, exhortations, and goals frequently have the opposite effect, leading to conflict and strained relationships. Low-quality goods and low productivity are typically caused by systemic problems rather than by employees. As a result, exhortations and slogans aimed at employees without bettering processes frequently cause frustration and resentment.

11. Eliminate quotas and numerical targets

Quantity is prioritized over quality by quotas and numerical targets, which results in high outputs and inferior products. This outcome is incompatible with striving for continuous improvement. Organizations should aim to measure the process, not individual employees. Without quotas, it will be possible to achieve high levels of quality and productivity by providing leadership, resources, and support.

12. Remove barriers to pride of workmanship

Employees are frequently denied the chance to give their best effort and feel proud of their work when their performance is measured using productivity targets or rewards. Quality will increase under management who see the company as a whole and equip their staff with the knowledge and resources they need to do their jobs well. An emphasis on quality will naturally boost job satisfaction and productivity over time because pride in one’s work increases employee satisfaction.

13. Institute education and self-improvement programs

Organizations aiming for continuous improvement must implement ongoing education and self-improvement initiatives that motivate staff to pick up new skills. Making training and self-development a core component of an employee’s job boosts morale, enhances performance, and creates opportunities for advancement. Developing new skills also makes employees more adaptable, enables them to spot issues and provide suggestions for improvement.

14. Make transformation everyones job

Everyone has a role in the transformation of an organization, and achieving consistently high quality requires hundreds of small individual steps. Everyone in the organization must actively participate in the interconnected transformation process, but management must provide the leadership to move the process forward. Deming advises using change management principles to develop employees’ abilities, self-assurance, and trust so they can put new concepts into practice.


What is Deming’s theory of management?

The steps that must be taken to transform a company’s quality culture are outlined in Deming’s theory of management. According to this theory, it is insufficient to merely address immediate issues. To ultimately achieve customer satisfaction, it is necessary to establish and maintain a culture of continuous improvement.

When did Deming write 14 points?

Quality, Productivity, and Competitive Position (1982), later renamed Out of the Crisis (1986), was written by Deming while he was working for Ford. It contained his now-famous 14 Points for Management.

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