TQM 14 Universal Principles with responses to provide additional insight for consideration and implementation.

1. (14) KEY UNIVERSAL PRINCIPLES
OF TOTAL QUALITY MANAGEMENT – THE STANDARD
FOR ORGANIZATIONS TO FOLLOW!
--W. Edwards Deming
P1. Create constancy of purpose toward improvement of product and service, with the
aim to become competitive and to stay in business, and to provide jobs.
Response to P1 – Always seek continuous improvement. (Be ahead of the curve). We
find ourselves constantly in a re-active mode responding to data calls and alike… We
need to develop a long-term transformative strategy to eliminate data calls altogether and
achieve QC. Be pro-active. The reason why we have data calls is because of a non-
compliance issue. We need to take those issues away. Let’s start thinking about how
can we achieve this goal.
P2. Adopt the new philosophy. We are in a new economic age. Western management
must awaken to the challenge, must learn their responsibilities, and take on leadership for
change.
Response to P2 - Leadership & Management must set higher standards and expectations
of what is acceptable and what is not. These standards must be realistic and achievable.
P3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection
on a mass basis by building quality into the product in the first place.
Response to P3 - Decrease the need for 100% audits, QA/Compliance reviews after
award. Focus more on Quality Assurance upfront and throughout the process for total
quality compliance to be achieved.
P4. End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move toward a single supplier for any one item, on a long-term relationship of
loyalty and trust.
Response to P4 – Maximize on building long-term relationships with outstanding
suppliers to ensure state-of-art delivery/performance, and implementing best practices.
Creating and maintaining strategic business partnerships in the work place can be
extremely beneficial and makes good business sense for the customer.
P5. Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.

2. Response to P5 - Have a totalquality process in place for continuous improvement.
Always follow-up to ensure process is still viable. –Close the loop!
P6. Institute training on the job.
Response to P6 - This addresses our overall goal to reduce variation/errors, and reducing
re-work by ensuring our people are adequately trained.
P7. Institute leadership. The aim of supervision should be to help people and machines
and gadgets to do a better job. Supervision of management is in need of overhaul, as well
as supervision of production workers.
Response to P7 - “Institute Leadership”. The kind of Leadership which helps people
take Ownership of their work, facilitating better job performance resulting in quality
improvement, self esteem, and overall retention.
o P8. Drive out fear,so that everyone may work effectively for the organization or
company.
Response to P8 - Fear of one’s job is not a good motivation to good work performance
and productivity. Encourage communication and sharing ideas working together as a
team is the antidote to success.
o P9. 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.
Response to P9 – First seek to understand, then to be understood should be the corporate
norm between departments which share a common goal. –Communication, and
collaboration and working as one team are paramount to the overall success of the
organization!
P10. 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. Substitute leadership.
Response to P10 – Leadership is not a position or status, leadership is taking action and
being accountable for results. Setting quotas only establishes limitations and creates false
standards which result in minimum performance at best. Everyone has the capacity to be
a leader, and take ownership of their work processes to create a new standard of
excellence. –Always evolving, always improving based on reality, true measurement and
metrics established!

3. P11. 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.
Response to P11 – Each individual must have buy-in and take ownership of their work in
order to truly achieve excellence in the workplace!
P12. Remove barriers that rob people in management and in engineering of their right to
pride of workmanship. This means, inter alia, abolishment of the annual or merit rating
and of management by objective.
Response to P12 - If we truly want to be a quality organization, we need to encourage
everyone to take ownership and pride in their work. Quality is everyone’s responsibility
not just the supervisors, trainers, quality managers, and other leaders of the organization.
P 13. Institute a vigorous program of education and self-improvement.
Response to P13 - Be a mentor! Encourage your people to learn all they can about their
“Profession”. Instill in your people to look at their position in the organization is not just
a job but start of a wonderful career with many wonderful opportunities to exceland truly
make a difference for their organization!
P14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.
Response to P14 - It is not enough to provide support. As a transformational leader, one
must take action and be committed to “Change” in order to implement the Quality
Assurance program to achieve Quality Compliance. –To close the circle only to start a
new circle again, and again.
https://www.deming.org/theman/theories/fourteenpoints