W. Edwards Deming

14 Points of Quality

1. Create and communicate to all employees a statement of the aims and purposes of the company. 2. Adapt to the new philosophy of the day; industries and economics are always changing. 3. Build quality into a product throughout production. 4. End the practice of awarding business on the basis of price tag alone; instead, try a long-term relationship based on established loyalty and trust. 5. Work to constantly improve quality and productivity. Institute on-the-job training. T6. each and institute leadership to improve all job functions. 7. Drive out fear; create trust. 8. Strive to reduce intradepartmental conflicts. 9. Eliminate exhortations for the work force; instead, focus on the system and morale. 10. (a) Eliminate work standard quotas for production. 11. Substitute leadership methods for improvement.(b) 12. Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes, and how to improve them. 13. Remove barriers that rob people of pride of workmanship 14. Educate with self-improvement programs. Include everyone in the company to accomplish the transformation.

Quality Improvement in Health Care: Five Deming Principles (per John Haughom-see the link I sent for more details)

1. Quality improvement is the science of process management. 2. For quality control in healthcare, if you cannot measure it—you cannot improve it. 3. Managed care means managing the processes of care, not managing physicians and nurses. 4. The right data in the right format at the right time in the right hands. 5. Engaging the "smart cogs" of healthcare--If quality improvement is going to work in healthcare, if we are going to realize value, it means we have to engage clinicians.

Focus on Processes: Deming & Juran

Both noted that quality issues more often arise from processes than from individual worker issues.

Deming maintains:

Improvements in quality are more likely realized when workers are empowered to solve problems , including changing processes & systems.

Who is Deming?

Philosopher of Quality (Improvement)

PDS(C)A

Plan Do Study (Check) Act

Deming's Theory of Profound Knowledge

Profound knowledge involves expanded views and an understanding of the seemingly individual yet truly interdependent elements that compose the larger system, the company. Deming believed that every worker has nearly unlimited potential if placed in an environment that adequately supports, educates, and nurtures senses of pride and responsibility; he stated that the majority--85 percent--of a worker's effectiveness is determined by his environment and only minimally by his own skill.

Hierarchy is:

The number of managerial levels in the organization