In 1950, Dr. W. Edwards Deming, a statistician who had worked in the Bell System, where he developed the first graphical statistical quality control, had the opportunity to express their ideas in front of senior management and Japanese businessmen. test
From that moment and as a result of the teachings and concepts that Deming overturned in subsequent conferences and activities in that country, began what is now known as the revolution in quality and productivity of the history. I
Indeed, Japanese manufacturers, fully adopted the method proposed by Deming, achieving extraordinary results because they took them to lead global markets in a number of activities.
to Dr. Deming is the author of several books and about 200 papers. His books "Out of the Crisis" (Out of Crisis, MIT / CAES, 1986) and "The new economics" (The New Economy, MIT / CAES, 1994) have been translated into many languages. In his book "Out of the Crisis", sets out the fourteen points of management improvement.
Point One: Create constancy of purpose to improve product and service. Dr. Deming suggests a radical redefinition of the role of a company. Instead of making money, should stay in business and provide jobs through innovation, research, constant improvement and maintenance.
Point Two: Adopt the new philosophy. We are in a new economic era. For the new management, the control word means knowledge, especially knowledge of variation and processes. The new philosophy includes continuing education, training and joy at work.
Point Three: Do not rely more mass inspection. The key words are "dependency" and "mass." The inspection was done to encourage you to discover the bad products and throw them too late, ineffective and expensive says Dr. Deming. The quality is not caused by the inspection, but by improving the process.
Quality must be designed into the product from the beginning, can not be created by the Inspectorate. The inspection does the worker moves the responsibility for the quality inspector. The inspection will not detect problems embedded in the system. The bulk of the problems are and this system is the responsibility of management.
Point Four: End the practice of awarding contracts to buy based solely on price. has three serious disadvantages: The first is that almost invariably leads to a proliferation of suppliers. The second is that it makes buyers jump from provider to provider. And third, that there is a dependency of the specifications, which become barriers to continuous improvement.
Point Five: continually and forever improve the system of production and services. When you improve a process, you improve your knowledge of the process at the same time. Improving product and process go hand in hand with greater understanding and better theory.
Point Six: Institute training on the job. It is very difficult to erase inadequate training, says Dr. Deming: This is only possible if the new method is totally different or if the person being trained in a different kind of skills to a different job.
Point Seven: Institute leadership. Leadership requires knowledge of the common causes and special causes of variation; know the difference between the description of what happened in the past and the theory that allows us to predict. A recognized leader skills, talents and skills of those working with him. It is not a judge. You should know when someone is outside the system and take appropriate action.
Point Eight: Banish fear. Nine of the fourteen points have to do with fear. Deleting only can people work effectively on behalf of the Company. The fear comes from a known source. The anxiety comes from an unknown source. Between them, the fear is preferable.
new items Break down barriers between staff areas. When departments have different objectives and do not work together to solve problems, to set policies and to chart new directions. Although people work very well in their respective departments, says Dr. Deming, whether your goals are in conflict, can ruin the company. Work in a team, working for the company.
Ten Point: Eliminate slogans, exhortations and numerical targets for the workforce. The slogans, says Dr. Deming generate frustration and resentment. A goal without a method to achieve it is useless. But without describing how to set goals have been achieved is a common practice among American managers.
Eleven Point: Eliminate numerical quotas . Quotas or other labor standards such as the estimated daily work says Dr. Deming, the quality clog more than any other working condition. Labor standards guarantee inefficiency and high cost. They often include tolerance for defective items and waste, which is a guarantee that management will get them.
Point Twelve Breaking down barriers to pride of doing a job well . A more pernicious practices is an annual merit evaluation, the destroyer of intrinsic motivation and people, an easy way to Management escape liability.
Point Thirteen: Institute a vigorous program of education and retraining. productivity can be achieved in several ways: improving the existing machinery, redesigning products and workflow, improving the way in which the parties work together, but the knowledge and skills of individuals are the real source of improvement and the same are required for long-term planning.
Point Fourteen: Take steps to achieve transformation. A company that undertakes the path of continuous improvement has to change their perceptions, not just the current principles business, but the fundamental aspects of how the world works, their beliefs and business practices. A butterfly can not maintain 100 feet and still fly it properly, or is it a butterfly or worm.
To achieve the transformation is vital that everyone starts to think that everyone should work to provide a customer satisfaction:
- members of senior management must strive to achieve each of the thirteen points above and to eliminate the deadly diseases and obstacles.
- members of senior management should feel embarrassed and unhappy about past performance and should have the courage to change. Must leave the beaten path and embark on new things, even to the point of being marginalized by their colleagues. There must be a burning desire to transform its management style.
- Through seminars and other media, top management must explain to a critical mass of the company, because we need change and that change was inclusive. An adequate number of people in the company must understand the Fourteen Points, deadly diseases and obstacles. Otherwise the top management would be lost.
- Any activity is a process and can be improved. To work on the Shewhart cycle, they all belong to a team in order to address one or more specific issues.
Transformation is everyone's responsibility, but the core change required is the need to change our thinking on critical issues. The biggest challenge the Deming Management is changing the way we treat people. This is what will determine whether "real" we insert into the future.
THE DEMING CYCLE WHEEL OR
Deming was the main driver of the cycle of continuous improvement but actually this season was defined by Shewhart who considered as "a basic methodology applicable in any field of activity to ensure continuous improvement of these activities" Deming Wheel is a methodology that means applying a cyclic process, an action which has four key steps:
- P = PLAN = Plan thoroughly.
- D = DO = Make, make, make.
- C = CHECK = Check, check.
- A = ACT =Act
ANALYSIS OF EACH OF THE PHASES PDCA WHEEL
1. Plan (Plan)
is formulating a plan on how to proceed, it is the most influential and define a logical sequence of activities:
1.1. Define the topic select the topic to study and define the objectives.
- should use all available sources, instructions from clients, data and facts, management policies, suggestions from various sources.
- Select a theme based on priority criteria.
- The type and the extent of the problem should be described in a clear way.
1.2. Define the objectives quantitatively.
- observe and document the current situation, the data are collected.
- Use data and facts.
- Measure the difference in the data obtained differ from those expected.
1.3. Analyze the current situation, analyze the collected data.
- Process and stratify the data to have more and clearer information.
1.4. Determine possible causes, data-driven decisions and determining the real causes.
- Find possible causes of the problem.
- Useful tools for this purpose are: The cause and effect diagram, the Brainstorming (brainstorming).
- Get to know the real influence of the probable causes through analysis of a large number of data or similar cases.
1.5. Determine corrective actions, actions to change.
- Once defined the causes, it will be necessary to eliminate the negative effects of the problem.
- Ideally always take measures to eliminate the causes, bearing in mind the possible effects of corrective measures.
- In this first phase produces a design problem solutions, a theoretical design still must be ratified by the facts.
2. DO (Do)
means doing what has been identified in the plan, for it, prepare tests or test, indicating how they should be developed through procedures and explain to people who will carry out the execution of tests or test. Make phase includes:
- verification and implementation of corrective measures identified in the plan.
- The introduction of amendments to the original plan, if the result was positive corrective action.
- Note the work undertaken and the results obtained.
- training staff need to apply the proposed solutions is necessary for proper understanding and familiarity with the corrective measures have been defined.
3. Check (Check)
is checked if the goal is reached, it is necessary to check whether what unfolds is set correctly, the first thing to do is answer the following questions:
- What are we going to control?
- When we do it?
- Where are thought control?
Check In phase can control the causes, especially the critics, for example,
- if the quality is controlled raw materials correspond to the specifications.
- If the machinery, equipment, etc. operate as scheduled and specified.
Check In phase can check the results, the result means
- Product Quality. Items
- .
- production costs.
- Non-quality costs, etc.
4. Act (Standardize) Act
phase serves to normalize the solution of the problem and the conditions for maintaining it. Two situations may occur:
4.1. It has reached the target
- not change the situation and normalize the remedial measures implemented changes (processes, operations and procedures).
- Broaden understanding and training. Check
- standard corrective measures are properly implemented and if effective.
- Continue to operate in the manner prescribed.
4.2. If has not reached the target, you must:
- Browse the cycle developed to identify errors. Start a new
- PDCA cycle.
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