cale, monitors the plan and checks to see if it works, and last either implements the plan throughout the company or drops it and identifies a new problem (Heizer 174). Using this process, quality improvements are introduced continuously, and, as a result, costs can be lowered. Next, Deming’s sixth point institutes modern methods of training in order to aid employee growth and development. Deming believes that employees are the biggest assets to a company, so the company owes it to them to provide them with proper training. Ultimately, each employee understands their job and is in control of the continuous process of improvement, which provides for better employee relationships.Deming’s next point is to emphasize leadership and how to institute modern methods of supervision. The responsibility of managers should be changed from just numbers to quality, and must guarantee that action is taken when there are reported defects, maintenance required, as well as other conditions that affect quality. Supervisors must be like coaches in a sense, instructing employees on how do a better job while continuously achieving quality. Managers should be open to feedback and establish good communication with employees. The eighth point on Deming list is to drive out fear, which can be a huge problem in business. Fear can be caused by lack of job security, physical harm, and, many times, fear caused by managers who are not equipped in diplomacy or in other ways of getting the job done. This affects the people who work in an organization as well as the organization itself and is counterproductive. Deming states that driving out fear, mainly through management, is significant in creating a quality environment, since employees who are fearful have a more difficult time improving their products and productivity (Gitlow 22). The ninth point Deming stresses is to eliminate barriers, so that everyone can work as a team to identify an...
