Elaborating on the 14 Deming Principles: Part Four

W. Edwards Deming created the 14 Deming Principles to describe a way to manage companies. Here’s an elaboration on principles nine through eleven.

Deming Principle #9: Switch it Up When It’s “Us vs. Them” in the Office

Deming.org states that number nine is, “9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.”
I, personally, will switch the staff up and have one team do the other team’s work for the day to get them to have compassion for one another.  It is important to do this every so often so that the team can grow together and work together with understanding and a willingness to work hard to make things happen.
Deming Principle #10: Objectives Need to Be Broken Up Into Tasks
Deming.org states that number ten is, “10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. Eliminate work standards (quotas) on the factory floor. Substitute leadership. Eliminate management by objective. Eliminate management by numbers, numerical goals.”
Companies cannot give objectives and certain numbers to reach without breaking them down into tasks and deliverables.  By keeping things in theoretical terms, it creates more problems than anyone needs to have.
Deming Principle #11: Break Down Barriers between Workers and Efficient Outcomes
Deming.org states principle number eleven is, “11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.”
Companies should try to provide the best working conditions for their employees so that they are happy and healthy.  Trying to force them to do the most work for the least amount of money and the least amount of care will lead employees to look elsewhere for jobs, and the team will fall apart.
Come back in two weeks for “Elaborating on the 14 Deming Principles: Part Five!”

For the full-length version of this article, read here.

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