DemingのFourteen Points of Management



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Demingの経営の14ポイントw. Edwards Demingの短い伝記

w Edwards Demingは製造する国家として日本の上昇と関連付けられる、でありTotal Quality Management (TQM)の発明を用いるアメリカの統計学者。 Demingは戦争の直後の日本に日本の人口の人口調査のセットアップを助けることを行った。 彼がそこにいる間、彼は日本エンジニア-一組にそれらが高い機械類なしで良質の商品を製造するようにしたかどれが「統計的なプロセス制御を」の技術教えた。 1960年に彼はその国の企業に彼のサービスのための日本皇帝によってメダルを与えられた。

Demingは米国に戻り、「1982年に危機」からの彼の本の出版物までの幾年もの間未知だった。 この本では、Demingは米国の製造工業に適用されたら、彼日本人によって産業運命からの米国を除けば信じた、14ポイントを着手した。

先生のW.エドワードDeming Fourteen Points of Managementは多くの人々のためにTotal Quality Management (TQM)の本質を表す。

DemingのFourteen Points of Management

  1. プロダクトの改善のための目的の安定度を創造し、整備しなさい。 比較しなさい: Hoshin Kanri -方針の配置。 (組織は長期計画、研究および教育とプロダクトおよびサービスの設計の一定した改善のための資源を割り当てなければならない)
  2. 新しい哲学を採用しなさい。 (障害を表す政府規制は会社の変形である必要取除かれなければならない)
  3. 多くの点検への依存を終えなさい。 (質はプロセスに組み込まれ、造られなければならない。 起こった後欠陥、よりもむしろそれらを検出し、固定するように試みを防ぎなさい)
  4. 単独で値段に基づいて授与ビジネスの練習を終えなさい。 (組織は[単一の]製造者との長期的な関係を確立するべきである)
  5. 生産のシステム絶えずそして永久に向上し、整備しなさい。 (経営および従業員は質および生産性を増進する方法を絶えず捜さなければならない)
  6. 訓練を設けなさい。 (すべてのレベルの訓練は必要、任意である)
  7. リーダーシップを採用し、設けなさい。 (マネジャーは導く、指示しないべきである)
  8. 恐れを追い払いなさい。 (従業員を十分に安全に考えを表現しには、質問をするために感じさせる)
  9. スタッフ区域間の障壁を破壊しなさい。 (チームではたらくことで多くの問題を解決でき、質および生産性を増進する)
  10. 労働力のためのスローガン、警告およびターゲットを除去しなさい。 (質および生産性に問題はシステムによって、ない個人によって起こされる。 ポスターおよびスローガンは欲求不満および敵意を発生させる)
  11. 経営の人々の作業員数そして数目的のための数分担を除去しなさい。 (彼らの分担を達成するため、人々は不良品および虚偽の報告を創造する)
  12. 技量の自尊心の人々を奪う障壁を取除きなさい。 (個々のパフォーマンスの検討は達成の自尊心へ大きい障壁である)
  13. 皆のための教育そしてself-improvementを奨励しなさい。 (皆のための連続的な学習)
  14. 変形を達成するために処置をとりなさい。 (経営者および従業員両方側のコミットメントは要求される)。


(合計)品質管理 特別興味グループ。

特別興味グループ (1人のメンバー)





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DemingのFourteen Points of Managementをと比較した: Quality Function Deployment  |  Hoshin Kanri -方針の配置  |  経営(Fayol)の14の原則  |  Scientific Management  |  POSDCORB  |  Training Within Industry  |  Relationship Marketing  |  SERVQUAL  |  Eight Attributes of Management Excellence  |  Five Disciplines  |  Ten Principles of Reinvention  |  Deming Cycle  |  EFQM  |  Kaizen  |  理論XYZ  |  BPR

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