d solve problems. Breaking down barriers, such as communication and differences of opinion involves unifying goals, whereby, cooperating as a team instead of working for individual gains. Furthermore, Deming’s tenth point discusses the need to eliminate numerical goals, slogans, and posters. These devices do not help improve performance, because they represent the manager’s wishes, instead of action statements for the workers. If posters are to be hung up, they need to be able to motivate employees, such as what progress management is making in continuous improvement. Another of Deming’s points expresses the necessity to eliminate work standards and quotas. Work standards and quotas are completely against the Deming philosophy, because they consider only quantity not quality. Deming’s twelfth point is about restoring pride by removing obstacles that ultimately will allow employees to perform better due to a rise in their self-esteem. Many times there is a loss of pride in workmanship due to the behavior of managers who care too little about the employee and their problems. Gaining back the loss of pride will permit companies an opportunity to reap tremendous benefits by providing a satisfying work environment. Point thirteen discusses the value of instituting a program of education and training where self-improvement is highly encouraged. Education and re-training can help prevent employee burnout by stimulating job interest through the learning of new information and involvement. Deming also testifies that statistical training at all levels in the company should be instituted in order to better implement the prescribed methods. Last, Deming’s fourteenth point involves creating a structure, which will push the other 13 points every day. Often, it takes several years to realize the major benefits of utilizing these methods in an organization, so, in fact, statistical guidance is necessary for ...
