We know now that quality needs to be built into every level of an organisation and become part of everything the organisation does. From answering the phone to designing products or services and serving the end customer, quality is key to organisational success.
For most successful businesses, quality is often thought to start and end with the customer, and all points leading to and from the customer must aim for high-quality service and interaction.
The culture at Table Tennis England is target-driven. We focus on the quantity not quality. We focus on accountability of individuals rather than learning how to improve our processes.
An American statistician named William Edwards Deming revolutionised the way businesses thought about quality back in the 1950s
By improving quality, companies will decrease expenses as well as increase productivity and market share.
After applying Deming's techniques, Japanese businesses like Toyota, Fuji, and Sony saw great success. Their quality was far superior to that of their global competitors, and their costs were lower.
Table Tennis England are struggling to adapt to life in the service industry after decades as a membership organisation.
The company's Vision Statement isn't written from the customer's (other people's) perspective. It is framed by the arbitrary numerical targets we've agreed over recent years. Individual's performance is measured in numbers and there's little thought given to quality of experience or measuring value in other ways.
Few staff have a strong sense of purpose. They merely do what they're doing because that's what they've been doing for years or because that's what they've been told to do.
At the Mission 2025 consultation session, it took 30 minutes before anyone accepted that our purpose is to improve other people's lives. We've totally lost sight of this.
If we don't make a (positive) difference to people's lives, the organisation should not exist.
Workers should be out there talking to people asking
"How can I help you to achieve what you need?"
instead they're talking to people about
"How you can help us to produce
the participation or sales data I need?"
Deming didn't receive much recognition for his work until 1982, when he wrote the book now titled "Out of the Crisis." This book summarized his famous 14-point management philosophy.
There's much to learn from these 14 points. Study after study of highly successful companies shows that following the philosophy leads to significant improvements. That's why these 14 points have become a standard reference for quality transformation.
I believe Deming's points apply to any type and size of business. Service companies need to control quality just as much as manufacturing companies. And the philosophy applies equally to large multinational corporations, different divisions or departments within a company, and one-man operations.
The 14 Points...
1. Create a constant purpose toward improvement.
Plan for quality in the long term.
Resist reacting with short-term solutions.
Don't just do the same things better – find better things to do.
Predict and prepare for future challenges, and always have the goal of getting better.
2. Adopt the new philosophy.
Embrace quality throughout the organization.
Put your customers' needs first, rather than react to competitive pressure – and design products and services to meet those needs.
Be prepared for a major change in the way business is done. It's about leading, not simply managing.
Create your quality vision, and implement it.
3. Stop depending on inspections.
Inspections are costly and unreliable – and they don't
improve quality, they merely find a lack of quality.
Build quality into the process from start to finish.
Don't just find what you did wrong – eliminate the "wrongs" altogether.
Use statistical control methods – not physical inspections
alone – to prove that the process is working.
Use a single supplier for any one item.
Quality relies on consistency – the less variation you have in the input, the less
variation you'll have in the output.
Look at suppliers as your partners in quality. Encourage them to spend time improving their
own quality – they shouldn't compete for your business based on price alone.
Analyze the total cost to you, not just the initial cost of the product.
Use quality statistics to ensure that suppliers meet your quality standards.
5. Improve constantly and forever.
Continuously improve your systems and processes. Deming promoted the Plan-Do-Check-Act Add to My
Personal Learning Plan approach to process analysis and improvement.
Emphasize training and education so everyone can do their jobs better.
Use kaizen Add to My Personal Learning Plan as a model to reduce waste and to improve productivity, effectiveness, and safety.
6. Use training on the job.
Train for consistency to help reduce variation.
Build a foundation of common knowledge.
Allow workers to understand their roles in the "big picture."
Encourage staff to learn from one another, and provide a culture and environment for effective teamwork.
7. Implement leadership.
Expect your supervisors and managers to understand their workers and the processes they use.
Don't simply supervise – provide support and resources so that each staff member can do his or her best.
Be a coach instead of a policeman.
Figure out what each person actually needs to do his or her best.
Emphasize the importance of participative management and transformational leadership.
Find ways to reach full potential, and don't just focus on meeting targets and quotas.
8. Eliminate fear.
Allow people to perform at their best by ensuring that they're not afraid to express ideas or concerns.
Let everyone know that the goal is to achieve high quality by doing more things right – and that you're not interested in blaming people when mistakes happen.
Make workers feel valued, and encourage them to look for better ways to do things.
Ensure that your leaders are approachable and that they work with teams to act in the company's best interests.
Use open and honest communication to remove fear from the organization.
9. Break down barriers between departments.
Build the "internal customer" concept – recognize that each department or function serves other departments that use their output.
Build a shared vision.
Use cross-functional teamwork to build understanding and reduce adversarial relationships.
Focus on collaboration and consensus instead of compromise.
10 Get rid of unclear slogans.
Let people know exactly what you want – don't make them guess. "Excellence in service" is short and memorable, but what does it mean? How is it achieved? The message is clearer in a slogan like "You can do better if you try."
Don't let words and nice-sounding phrases replace effective leadership. Outline your expectations, and then praise people face-to-face for doing good work.
Eliminate management by objectives.
Look at how the process is carried out, not just numerical targets. Deming said that production targets encourage high output and low quality.
Provide support and resources so that production levels and quality are high and achievable.
Measure the process rather than the people behind the process.
Remove barriers to pride of workmanship.
Allow everyone to take pride in their work without being rated or compared.
Treat workers the same, and don't make them compete with other workers for monetary or other rewards.
Over time, the quality system will naturally raise the level of everyone's work to an equally high level.
Implement education and self-improvement.
Improve the current skills of workers.
Encourage people to learn new skills to prepare for future changes and challenges.
Build skills to make your workforce more adaptable to change, and better able to find and achieve improvements.
Make "transformation" everyone's job.
Improve your overall organization by having each person take a step toward quality.
Analyze each small step, and understand how it fits into the larger picture.
Use effective change management principles to introduce the new
philosophy and ideas in Deming's 14 points.
Please use Google Chrome to obtain the best export results.
Public - 9/30/16, 4:38 PM