The Deming Philosophy - Award Analysis - Case Study Example

THE DEMING PHILOSOPHY/AWARD ANALYSIS By Student’s Name Course Name+ Code Instructor’s Name City Date of Submission Table of Contents Executive Summary For this assignment, the paper has successfully postulated to the fact that Deming Award is a crucial philosophy deployed by the Japanese government to recognize organizations, which have always adopted continuous quality improvement. The 14 Deming’s points are expounded using a basic approach. Further to note, the paper has strived to depict the differences, similarities and strengths of both the European Quality Awards and the Deming Award. It has been noted that while the fundamental strengths of EQA lies in its external influence variables like customer satisfaction, the Deming’s point portray an internal influence approach where variables like vision and mission of the organizations are used for evaluation. Introduction One of the fundamental Total Quality Management models, which has been adopted in immense levels by numerous corporations is the one prescribed by Edwards Deming. It is noted that while 14 Deming’s points are, in most cases, perceived as having adopted a “to-do-list” their real worth in the transformation of an organization culture rests with the aspect of putting them into much consideration. For that case, it can be argued that Deming’s Award is not concerned with the “how-to-do” aspect of total quality but rather, it is based on necessitating a platform where a continuous thinking framework arises from. This, in turn, is likely going to help realize the top-notch potential of TQM and thus, guarantee a continuous level of improvement in that matter. Consequently, organizations are encouraged to perceive the aspect of Deming “14 points” in full view since they adhere to a logical structure of Deming’s-system of profound knowledge. It can further be argued that in developing an organization effort into adopting Deming’s “profound knowledge, two critical aspects are apparent: understanding a given system and also, understanding the distinctive variations involved. It should be noted that such sought after programs as Total Quality Management, LEAN Manufacturing and Six Sigma are all based on the teaching provided by Deming (Cook & Verma, 2002). The Deming Philosophy/Award Analysis Deming’s Philosophy: Background Information The Deming Philosophy Award is Japanese based national quality award for the different organizations operating within the numerous industries of the country. Established in 1951 by the Japanese Union of Scientists and Engineers, the award was named after a great quality philosopher; W. Edwards Deming. This was after his numerous contributions in deploying statistical quality control mechanisms to the country after the end of the World War II. The Award is considered to be one of the oldest and most distinguished prizes of the country. In Japan, Deming Award is based on the principle of national based competition in order to commend organizations, which make significant efforts in catapulting their respective levels of quality control (Castellano & Roehm, 1995). There are three forms of awards, which are availed under the Deming Award. They include; Individual Person Award, the Deming Application Award and the Quality Control Award for the factory. The Award is offered to all companies irrespective of whether they operate under private or public industries. It should be mentioned that the Deming Prize has only been won once by a non-Japanese organization in 1989: Florida Power and Light Industries (Douglas & Fredendall, 2004). Deming’s 14-Point Method Point 1: Create Consistency of Purpose; under this point, Deming encourages organizations to be wary of both current and future problems in order to increase the aspect of continuous improvement. Deming advises organizations to formulate a distinctive set of value statements that might include; mission, vision and objective statements. This will aid in defining a company’s true purpose of existence (Castellano & Roehm, 1995). Point 2: Adopting a newer form of philosophy; under this point, Deming was putting emphasis on the aspect of quality in an effort to make more money. Retrospectively, the point notes that an effective philosophy should be formulated in order to produce quality products at the first instance rather than increasing costs due to reworking and taking care of customer’s avoidable complaints (Castellano & Roehm, 1995). Point 3: Ceasing the dependence made to mass levels of inspection; this point notes that inspection cannot be made to qualities of products or services rather, costs can be lessened in the case that processes are reworked in an effort to evaluate the true causes and effect analysis. Point 4: Stop the practice of awarding businesses in respect to price matters; this point stipulates that products or services should be priced in respect to the quality of variables introduced (Castellano & Roehm, 1995). Point 5: improve constantly; is a Deming point that stresses to organizations to keep up with changes within the global market lest thy exit it altogether. Organizations are expected to adhere to aspects of systematic innovation, which adopts sequential steps with deployment of necessary tools in order to improve on their respective qualities and competitive placement within the industry as a whole. Point 6: Instituting a robust level of training is Deming point that points out to organization to constantly equip their respective employees with necessary skills needed executing quality services or products in that matter (Castellano & Roehm, 1995). Point 7: Instituting the aspect of leadership is one of Deming’s points to note whenever demonstration of the organization’s value position is emphasized in an effort to stress the aspect of executing goals. It is a business component that dictates the path of the business in respect to application of strategies useful for meeting the overall goal. Leaders are encouraged to adopt both long and short-term techniques in the course of conducting corporate strategy. Point 8: drive out the element of fear is another of Deming’s points that encourages the maintenance of an open communication environment. Managers should embrace challenges in order to bring out the strength of the organization (Anderson, Rungtusanatham & Schroeder, 1994). Point 9: Breakdown any form of functional barriers is a Deming point that puts on emphasis on organizational leaders to ensure focus is placed on aligning objectives and resources to attain the overall objective of a company. Point 10: Eliminate elements of both slogans and exhortations is a point that needs leadership set objectives of closing in with defects by availing methodologies used in improving quality. Point 11: elimination of numerical based quotas stipulates that both quantitative and qualitative aspects of measurements should be put in together in order to attain balanced persistent strategic technique of conducting matter. Point 12: Eliminate possible barriers and promote the pride of workmanship is a Deming point that is used to counter such manufacturing oriented issues as poor machines, poor levels of maintenance and hectic floor sections. In cases where the aforementioned facets are eliminated possible quality products or services is considered as an assurance. Point 13: Instituting of a culture of vigorous education is one of Deming’s Points that emphasizes on training on a process. It encourages leaders to assume a substantial level of responsibility in conducting matters related to the activities of the organization. Point 14: Commitment and action is the last of Deming’s points that needs an organization leadership structure adopt elements of persistence and enthusiasm in committing to initiating and improving on quality production. Comparison Analysis: European Quality Award and Deming Award Unlike Deming Awards that was established in Japan, European Quality Award was developed to recognize and stimulate growth of qualitative processes amongst Western-Europe based companies. Just like the Deming Award, EFQM stresses the need for continuous quality improvement. It is also supported by the European Committee of the European Organization for Quality. Unlike the Deming Award, EQA stresses on nine components of evaluating organizations qualitative aspect. They include; leadership, policy and strategy, employee management, resource utilization, processes, customer satisfaction, employee satisfaction, impact on society and business results (Flynn, Schroeder, & Sakakibara, 1994). In this regards, it can be seen that EQA stresses on elements of customer satisfaction and people management in the course of recognizing qualitative processes. It can thus be noted that unlike Deming’s Award, EQA promotes external levels of influence since it focuses on customer and community satisfactions. Retrospectively, both of these awards tends to put more emphasis on matters related to leadership and formulation of organizations’ policies and strategies in a bid to catapult matters related to the quality production levels. It should be noted that the major strength of the EQA is the fact that it involves such external influences as customer and society satisfaction. It also awards business on such variables as business results and other outcomes. On the other hand, Deming’s Award major strength rests with the fact that it concentrates on the internal processes of the management in bringing about the overall attainment of objectives. Conclusion In conclusion, it can be ascertained that while the two awards operate, almost, on a similar approach, which is to award organizations that prove qualitative adoption of manufacturing processes, significant differences are apparent. These differences can be described in respect to both the internal and external influences of an organization. References List Anderson, J., Rungtusanatham, M., & Schroeder, R. 1994, A theory of quality management underlying the Deming management method, Academy of Management Review, vol.19, p.472–509 Cook L. S., & Verma, R. 2002. Exploring the linkages between quality system, service quality, and performance excellence: Service providers’ perspectives, Quality Management Journal, vol.9: no.2: p.44–56 Castellano, J, & Roehm, H 1995, 'The Deming philosophy', CMA Magazine, 69, 1, p. 25, Business Source Complete, EBSCOhost, viewed 26 October 2013 Douglas, T, & Fredendall, L 2004, 'Evaluating the Deming Management Model of Total Quality in Services', Decision Sciences, 35, 3, pp. 393-422, Business Source Complete, EBSCOhost, viewed 26 October 2013 Flynn, B. B., Schroeder, R. G., & Sakakibara, S.1994, A framework for quality management research and an associated measurement instrument, Journal of Operations Management, vol.11: p.339 366 Read More