- Create constancy of purpose toward improvement of
product and service with a plan to become competitive -- to stay
in business and to provide jobs.
Set a Mission Statement, publicize it; refer to it; question activity against it.
- Adopt a new philosophy. We are in a new economic age. We
can no longer live with commonly accepted levels of delays,
mistakes, defective materials and defective workmanship.
Use brainstorming sessions to identify areas for work.
Break the paridigm!
- Cease dependence on mass inspection. Require instead,
statistical evidence that quality is built in to eliminate need
for inspection on a mass basis.
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- End the practice of awarding business on the basis of
price tag alone. Instead, depend on meaningful measures of
quality along with price.
Identify your and supplier processes and
set performance measures or quality indicators.
- Improve constantly and forever the system of production
and service. It is management’s job to work continually on the
system.
Have a systemn in place that brings performance
results to regular review.
- Institute a vigorous program of education and retraining.
Institute two-way accountability for development;
make a system that won't forget. Use it.
- Adopt and institute leadership. The responsibility of
supervision must be changed from sheer numbers to quality.
Improvement of quality will automatically improve productivity.
Create accountabilities that specify for quality.
- Drive out fear so that everyone may work effectively for
the company.
Use two way accountability. Promote it; reinforce it.
- Break down barriers between departments. People in
research, design, sales and production must work as a team to
foresee problems of production that may be encountered with
various materials and specifications.
Get into Process; Name and Chart your processes;
change to organization to support the processes.
- Eliminate numerical goals, posters and slogans for the
workforce that ask for new levels of productivity without
providing new methods.
Focus on performance in terms of quality indicators.
- Eliminate work standards that prescribe numerical quotas.
Institue a system that allows specification and
communication of quality indicators.
- Remove barriers that stand between the hourly worker
and his right to pride of workmanship.
Listen to the workers; Do walkabouts;put ideas
like this in every supervisor's performance contract.
- Encourage education and self-improvement for everyone.
Embrace two way responsibility for personal development.
- Create a structure in top management that will push
every day on the above thirteen points.
Create a worker supported system that provides
you status on all of the above.
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