Deming的Fourteen Points of Management[质量管理14要点]

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Deming生平简介

W Edwards Deming是同日本制造业腾飞紧密联系的美国统计学家，他也是全面质量管理（Total Quality Management）理论的发明人。 二战后，Deming来到日本的最初目的是帮助日本政府进行人口统计。 当时，他还传授日本工程师“统计流程控制”技术，使他们不用在生产机器上投入多少成本，就能制造出高质量的产品。 1960年他由日本皇帝授予奖牌为他的服务那个国家的产业。

后来，Deming返回了美国，过着默默无闻的平淡生活，直到1982年他的书作《转危为安》（Out of the Crisis）发表之后，Deming开始成为美国制造业的知名人物。 在这本书中，Deming提出了质量管理14要点，他认为美国制造业只有认真贯彻执行这14要点，才有可能在同日本企业的全球竞争中免遭灭顶之灾。
 

Deming博士的质量管理14要点浓缩了全面质量管理理论的精华，为人们展现了全面质量管理的精髓。
 

Deming的Fourteen Points of Management[质量管理14要点]

1. 建立恒久目标，改善产品和服务。 比较： Hoshin Kanri[方针管理] - Policy Deployment[政策展开]。 （组织必须立足长远规划、研究和教育配置企业资源，不断改进产品和服务的设计。）
2. 接受新的理念。 （政府规定如果成为企业发展的桎梏，就必须努力去除，企业需要不断转型。）
3. 质量不能仅依赖于产品检验。 （质量控制必须被设计融入生产流程， 要防患于未然，而不能等到次品产生后再去把它们找出来）。
4. 价格不是采购的唯一考量标准。 （组织应该与某一供应商建立长远合作关系。）
5. 永续改进产品与服务。 （企业管理人员及员工要不断探寻提高产品质量和生产效率的方法。）
6. 建立现代岗位培训方法。 （岗位培训绝非可有可无，不仅是必须的，而且要覆盖所有层面。）
7. 改善领导方式。 （企业管理人员应该作为员工的领导者，而不是监督者。）
8. 驱除恐惧。 （让员工畅所欲言，敢于提问和表达观点。）
9. 打破部门壁垒。 （培育团队工作精神，能够解决很多管理问题，将有助于提高质量与产能。）
10. 不对员工喊口号。 任何质量与产能问题都是由生产系统造成的，而不是个别人的行为， 口号喊得越多，越容易让员工感到挫折与不满。）
11. 取消量化标准与目标定额。 （员工有可能生产次品、提供虚假报告，不择手段地完成定额。）
12. 消除影响员工工作自豪感的因素。 （个人绩效回顾评估是员工自豪感的最大障碍。）
13. 鼓励再教育及自我提高计划。 （为每一名员工提供继续学习教育的机会。）
14. 落实到行动，完成大转型。 （上至高管下至普通员工，企业的每一名成员都要为实现上述13要点，积极努力，做出贡献。）

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研究链接 自动跳入有关以下内容的其他有用资源（总）质量管理。 新闻 视频 简报 书比人好 更多

比较： Quality Function Deployment[质量功能展开]  |  Hoshin Kanri[方针管理] - Policy Deployment[政策展开]  |  14 Principles of Management[14项管理原则] (法约尔)  |  Scientific Management[科学管理]  |  POSDCORB  |  Training Within Industry[业内训练]  |  Relationship Marketing[关系营销]  |  SERVQUAL[SERVQUAL法]  |  Eight Attributes of Management Excellence[卓越管理的八个属性]  |  Five Disciplines[五项修炼]  |  Ten Principles of Reinvention[企业型政府重塑10原则]  |  Deming Cycle[戴明循环]  |  EFQM[EFQM模型]  |  Kaizen[改善]  |  Theory XYZ[XYZ理论]  |  BPR[企业流程重组]

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