Project Management

[ Project Management Topics ]

Project teams detest progress reporting because it vividly manifests their lack of progress. (Keogh, 2002, p. 19)

W. Edward Deming

"Survival is optional" (W. Edward Deming)

Total Quality Management

Total Quality Management (TQM) has its foundatinons in the principles of Edward Deming and his work with Japanese industries.

Deming's 14 points on Quality

  1. 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.
  2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, learn their responsibilities, and take on leadership for change.
  3. Cease reliance on mass inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
  4. End the practice of awarding business on the basis of price tags. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
  5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
  6. Institute training on the job.
  7. 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.
  8. Drive out fear, so that everyone may work effectively for the company.
  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.
  10. Eliminate slogans, exhortation, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, since the bulk the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
  11. Eliminate work standards (quotas) on the factory floor; eliminate management by objectives; and, eliminate management by numbers and numerical goals. Substitute leadership.
  12. Remove barriers that rob hourly employees, management, and engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual review or merit rating and management by objectives. The responsibility of supervisors must be changed from mere numbers to quality.
  13. Institute a vigorous program of education and self-improvement.
  14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

The Seven Deadly Diseases
1- Lack of constancy of purpose
2- Emphasis on short-term profits
3- Evaluation of performance, merit rating, or annual review
4- Mobility of top management
5- Management based on visible figures alone
6- Excessive medical costs
7- Excessive costs of warranty, fueled by lawyers who work on contingency

Obstacles
1-Neglecting some long-range planning and transformation
2- Relying on technology to solve problems
3- Seeking examples to follow rather than developing solutions
4- Maintaining that "Our problems are different"
5- Blaming the work force for the problem

Learn more about Deming's 14 points: