Deming's 14 Principles
Deming’s 14 Principles Case Study
After reviewing the video, I had a much better understanding of Deming’s 14 principles. Throughout the viewing, I found that although Deming’s principles, when implemented, can bring great return, it is also a very timely process that requires every individual in an organization to be a catalyst of change.
All together, these principles represent a philosophy of life. They can be implemented in an organization, as well as one’s personal life—as they gave the example of a woman who started using the principles in her marriage to turn her competition with her husband into cooperation.
To summarize Deming’s principles in the best possible way, I will go through each one of them and also discuss whether or not my company follows his principles.
* “Create constancy of purpose.” In order to create a constancy of purpose, we must be able to answer the fundamental questions of ‘what we do’, ‘who we are’, and ‘why we do what we do?’. Only once when we answer these questions, we will be looking into the big picture and making strategic decisions for our future, rather than the short time.
As we discussed in class, many times, CEOs decide to outsource certain functions due to the short-term gain. We justify this by saying that it will bring return to our stakeholders, but don’t quite realize the long-term repercussions. In my company, we seem to answer these questions successfully and think “big picture” as we make decisions that’ll affect our future.
* “Everybody wins.” This principle means that in order for everybody to “win,” they must be involved in the change. Organizations must teach these philosophies to everyone from their suppliers to customers. Only cooperation will be to everybody’s benefit.
At AACSB, this is not always the case. I find that sometimes employees are just told about the changes without being asked for input. In a mostly top-down approach, changes usually trickle down and we’re
After reviewing the video, I had a much better understanding of Deming’s 14 principles. Throughout the viewing, I found that although Deming’s principles, when implemented, can bring great return, it is also a very timely process that requires every individual in an organization to be a catalyst of change.
All together, these principles represent a philosophy of life. They can be implemented in an organization, as well as one’s personal life—as they gave the example of a woman who started using the principles in her marriage to turn her competition with her husband into cooperation.
To summarize Deming’s principles in the best possible way, I will go through each one of them and also discuss whether or not my company follows his principles.
* “Create constancy of purpose.” In order to create a constancy of purpose, we must be able to answer the fundamental questions of ‘what we do’, ‘who we are’, and ‘why we do what we do?’. Only once when we answer these questions, we will be looking into the big picture and making strategic decisions for our future, rather than the short time.
As we discussed in class, many times, CEOs decide to outsource certain functions due to the short-term gain. We justify this by saying that it will bring return to our stakeholders, but don’t quite realize the long-term repercussions. In my company, we seem to answer these questions successfully and think “big picture” as we make decisions that’ll affect our future.
* “Everybody wins.” This principle means that in order for everybody to “win,” they must be involved in the change. Organizations must teach these philosophies to everyone from their suppliers to customers. Only cooperation will be to everybody’s benefit.
At AACSB, this is not always the case. I find that sometimes employees are just told about the changes without being asked for input. In a mostly top-down approach, changes usually trickle down and we’re