戴明管理十四点

戴明(W. Edwards Deming)
资深的品质先驱及专家，1940年身为纽约大学的统计学教授，第二次世界大战后只身赴日本，协助日本改进品质与生产力，日本人为感谢戴明在日本的贡献，于1951年成立戴明奖(Deming prize)，以奖赏那些年度推行品质管理计画绩效杰出的厂商。

虽然受到日本人之尊敬与爱戴，戴明当时在美国企业界仍鲜为人知。直到1980年在NBC电视广播发表了"日本能我们为何不能"-'If Japan Can, Why Can't We?'一文才受到美国企业界重视，近多年来，美国公司业已对戴明瞩目万分，开始拥抱其哲学，请求戴明协助品质改进计画之建立。1980年代后期，戴明是美国品质重型讲习会之主角。

戴明所提出的十四点声明闻名于世。这十四点声明是组织机构品质成就所需之处方

戴明之十四点声明:
(Tip:戴明十四点是奥斯蒙从戴明"Out Of The Crisis"原文中摘录出的，美国麻省理工学院的版本?r大部份中文书籍所提及的戴明十四点，都是英文版作者重新诠释过的戴明十四点，并非戴明的原意。)

1.     创造一致目的。创造永恒不变的目的，提高产品与服务
Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
2. 采用新理念。
Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. 停止靠大量检验。
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. 废除采用最低标制度。
End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. 经常永续地改善系统。
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. 建立现代训练制度。
Institute training on the job.
7. 建立现代的督导方式。
Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
8. 扫除恐惧。
Drive out fear, so that everyone may work effectively for the company.
9. 打破部门间障碍。
Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
10. 去除数字标的。
Eliminate slogans, exhortations, and 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.
1l废除工作标准。
a.Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12.去除障碍。
a.Remove barriers that rob the hourly worker of his 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 or merit rating and of management by objective.
13. 建立教育训练及自我改进。
Institute a vigorous program of education and self-improvement.
14. 让每个人致力于完全转型，公司转型是公司所有人的责任。
Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

3．质量并非由检验而来，而是由提高生产过程获得。检验，报废，降级及重加工，都不是生产过程上的正确措施。

a)     大量检验不能提高质量，也不能保证质量；靠检验来发现错误已经太迟。质量无论好坏，都已经在产品里了。

b)    大量的检验往往都是不可靠，花成本，无效的；它无法很彻底地将好产品和坏产品分开。

c)     检验员的工作很难各个一致，除非引入统计管制，不然，他们连自己的工作也很难前后一致。检验仪器的价格不论便宜与否，都需要维护与研究。例行的检验由于工作性质枯燥乏味，而变得容易出错。看到自己做出的不合格品的数字时，操作员便会解释是检验仪器不可靠。自动检验与记录必须经常检视。

d)    为了达到或维持统计管制水准，而用于管制图得小样本检验，足以成为一项专业。供应商与顾客的检验人员要花时间来比较他们的仪器与实验，而且要试着说同一种语言。

提高质量                                             

因较少重做，较少错误，较少延误，以及更适当的使用机器和材料的缘故，使得成本降低            提高生产力           能以较好的质量及较底的价格争取市场           持续经营