targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.11.A) Eliminate work standards (quotas) on the factory floor. Substitute leadership.B) Eliminate management by objectives. Eliminate management by numbers, numerical goals. Substitute leadership.12.A) Remove barriers that rob the hourly workers of their right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.B) Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual merit rating and of management by objectives.13.Institute a vigorous program of education and self-improvement.14.Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.Dr. Deming's definition of constant improvement is central to his philosophy. He repeatedly talks about constancy and how the concept of constancy begins and ends with the customer. Many U.S. companies don't have these same convictions. Success depends on how well a company evaluates the processes, products, and markets of today to figure out what the customer will want tomorrow, and whether a company has the management conviction to change accordingly. U.S. companies may think this is obvious, but the evidence of the marketplace shows that many have become so sidetracked by short-term interests that even if they do have a long-term strategy it often lacks commitment from top management and is frequently undermined by contradictory policies and actions.IV. IMPLEMENTATION OF TOTAL QUALITY MANAGEMENTWhen trying to implement Total Quality Management it requires both behavioral and cultural change. A successful Total Q...
