Before starting to want to eliminate parts of a process or improve, it is necessary to return to the basics, this is to consider that the work environment is a whole and that it counts:
1. The opportunity cost of delivering materials.
2. The quality and quantity of materials to be used
3. The correct and timely delivery of the same
4. The required production quota per period of time
5. The quality of the same
6. The adequate movement and storage of the production
7. Planning and delivery as required.
8. Storage, rotation and delivery in distribution.
9. Adequate and timely distribution at the Point of Sale.
Something very important that should not be avoided is to reread Deming, who tells us 14 points, as a reference at the beginning there were not even 10 points, Deming was adjusting them as soon as he returned to the USA, where he realized that the way of thinking among Japan and the USA is completely different. This also applies to Latin countries.
In addition to these points, Dr. Deming mentions the Seven Diseases and the obstacles to improving our processes, these are not indicated in this summary.
The points offered and a comment on why it is necessary are:
1. Be constant in improving products and services.
Suggest a new definition of the role the company plays, instead of making money, staying in business; the first is a short-term approach and the second is a long-term one. This requires innovation, research, constant improvement and maintenance of its assets and personnel.
2. Adopt the new philosophy as your own.
Americans and Latinos are tolerant of poor work and poor service. We need an objective definition where mistakes and negativism are inadmissible.
3. No more relying on mass inspection.
In addition to being a useless and expensive constant, prevention is better than repair. Defective products are discarded or reprocessed as raw materials and never have to be repaired. The payment of wages includes doing things well, you should not allow yourself to do faulty work and then correct it. Quality is achieved by improving the process. If further instruction is required, it must be carried out on a scheduled basis and verify that what is being asked is understood, not asking without specifying.
4. End the practice of awarding contracts based solely on price.
Always accepting this leads to poor quality supplies and services. It is better to seek to improve the quality of the existing and reduce the number of suppliers seeking a long-term, honest, open relationship and in an environment of trust.
5. Continuously and forever improve the production and service system.
Improvement is not achieved with wishes or the first time. Management has an obligation to continually seek ways to reduce waste and improve quality.
6. Institute on-the-job training.
Workers out of habit learn from their peers, which means that if their teacher makes mistakes, they are repeatable. It is necessary to focus on developing and specifying tasks to achieve proper training. It is not enough for the worker to describe what he does because he ends up with instructions that are impossible to understand. Staff cannot do a proper job if there are no trained people to tell them how to do it and this is in writing.
7. Institute leadership.
The job of a supervisor should never be to indicate in a general way what to do or punish people, it should be oriented and the supervisor should be the first one who has the obligation to know how the work is done and to know through objective methods who requires individual help.
8. Banish fear.
Many of our staff are afraid to ask a question or take a position even when they do not understand what the job is or if it is right or wrong. Our way of thinking tells us that the one who asks is a fool, so… nobody asks. The consequence is that our staff continue to do things the wrong way, or stop doing them.
The economic losses caused by fear are terrifying. To improve quality and productivity it is necessary for our people to feel safe and comfortable when asking or giving an opinion.
9. Break down the barriers between staff areas.
It is common for these areas to compete with each other or have goals that collide with each other. They almost never work as a team in order to solve problems or prevent them. Worse, the goals of one department can cause problems for another. It is necessary to have clear goals and specify them from the highest possible level, thus reducing friction to a minimum.
10. Eliminate slogans, exhortations and goals for the workforce.
This never does a good job. Let people establish their own slogans, that way they will "buy" it and it will be on your team.
11. Eliminate numerical quotas.
This is easy to say and difficult to do, we say that we are a group, that we support each other, etc., etc.; but each area has a numerical goal that moves according to the power of the groups that compose it. Quotas only consider quantity, never quality, which creates a sticking point. This is an indicator to increase costs and lower quality without respecting the methods. To keep her job, a person tries to cover a fee at any cost regardless of the damage that may be done to the company.
12. Break down the barriers that prevent the feeling of pride that produces a job well done.
People are eager to do a good job and are distraught if they can't do it. It happens very often that the wrong attitude of some supervisors (poorly oriented), faulty equipment and poor materials are an obstacle. These barriers should be removed where possible, and improvement comes immediately.
13. Establish a rigorous education and retraining program.
Management and the workforce will have to be trained in the use of the new methods. Including teamwork, statistical techniques, and negotiation and acceptance skills (sofskills).
14. Take steps to achieve transformation.
It requires the integration of a group of executives capable of defining the mission that seeks quality. Workers are not in a position to do it on their own, and neither are managers. A critical number of people in the company must understand and preach the fourteen points, know and spread the Seven Deadly Diseases and Obstacles.
Source:
How to administer with the Deming Method.
Author: Mary Walton Publisher: Norma Bogotá, Colombia.
