and satisfying customers. This is an extremely important step, because it provides a plan on how to become competitive, keep the business alive, and provide jobs. The next point he makes, is accepting the new philosophy, which means adopting a new quality conciseness, rejecting average levels of defects, poor service, waste, and rework. Every defect and rework that has to be done includes a high price and substantially hurts a business. This leads to point number three, which encourages businesses to end dependence on mass inspection, therefore building quality into the product. Many companies are in a state of defect detection, where they expect defects to be made, and, thus, have an inspection process in order to find the defective products. Plus, an inspection may not always be 100% accurate due to its reliance on statistical calculations. The state of quality that Deming believes in is called defect prevention, where defects are not made to begin with, which helps the company to focus more on continuous improvement rather than inspections (Cohen 21). Another point that Deming emphasizes is to develop long-term relationships with a few suppliers, rather than many suppliers. Many businesses award their suppliers contracts solely based on the price of the lowest bidder, rather than quality. With long-term relationships, quality is promoted and based on customer feedback. The fifth point he introduces is continuously improved service, quality, and products. This responsibility rests primarily on the manager, who controls the entire system, as well as various processes. Managers have to scout for and listen to problems in order to improve on every activity, which can drastically reduce costs. Improvements can be made through the Deming cycle, which is also known as the PDCA cycle (Plan-Do-Check-Act cycle). After noticing an improvement needing to be made, a group develops a plan, implements and tests the plan on a small s...
