9 MGMT640-1601B-01 Roderick Deon Goodrum Wendy Arrignton Pamela D. Stewart Aladden Ali Ronald Flores “Deming’s 14 points” Unit 4 Group Project Colorado Technical University Instructor: Dr. Thomas Joseph 03/14/2016 1. Creation of constancy Use a single supplier for any one item. Quality relies on consistency the less variation you have in the input, the less variation you'll have in the output. Look at suppliers as your partners in quality. Encourage them to spend time improving their own quality they shouldn't compete for your business based on price alone. Analyze the total cost to you, not just the initial cost of the product. Use quality statistics to ensure that suppliers meet your quality standards. 2. Adopt the new philosophy. This principle speaks volumes to the way an organization should be set up. There are some key elements that are mentioned. - Embrace quality throughout the organization- Every part of the organization need to be looked at the same.  - Put your customers need first, rather than react to competitive pressure and create products and services to fit those needs- Organizations should always remember why they exist; it’s because of the customer. It’s important that if a product is in demand, that the need is met or the customer will go elsewhere. - Be prepared to change the way you do business- If it’s not working, don’t be afraid to change it. It is always a great idea to try something that will enhance your productivity. Be open to a conversation about change. 3. 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. Cease 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. Improve constantly and forever As I briefly mentioned in the overall discussion board. I think that companies have to keep evolving if they are to stay a strong competitor. There is always a need to improve something in a company whether it is a new technology system or a new process that can improve production or a way to improve quality and the list goes on regardless of the system, process and/or technique, companies have to change as the year’s progress and the markets and industries change. 6. Institute training on the job As with the constant improvements going on, it is also important to ensure that the right trainings are being implemented. When introducing new technologies and/or processes the employees need to know what to do to ensure the quality of the company is not compromised. It is also essential that managers are also aware of any changes so that they are more equipped to help others. Also managers need to have extensive product knowledge that will not only help other employees but also the customers. Well trained employees can help a company overall as it goes through the many changes in t.

1. 9
MGMT640-1601B-01
Roderick Deon Goodrum
Wendy Arrignton
Pamela D. Stewart
Aladden Ali
Ronald Flores
“Deming’s 14 points”
Unit 4 Group Project
Colorado Technical University
Instructor: Dr. Thomas Joseph
03/14/2016
1. Creation of constancy
Use a single supplier for any one item. Quality relies on
consistency the less variation you have in the input, the less
variation you'll have in the output. Look at suppliers as your
partners in quality. Encourage them to spend time improving
their own quality they shouldn't compete for your business
based on price alone. Analyze the total cost to you, not just the
initial cost of the product. Use quality statistics to ensure that
suppliers meet your quality standards.
2. Adopt the new philosophy.
This principle speaks volumes to the way an organization
should be set up. There are some key elements that are
mentioned. - Embrace quality throughout the organization-
Every part of the organization need to be looked at the same.
- Put your customers need first, rather than react to competitive

2. pressure and create products and services to fit those needs-
Organizations should always remember why they exist; it’s
because of the customer. It’s important that if a product is in
demand, that the need is met or the customer will go elsewhere.
- Be prepared to change the way you do business- If it’s not
working, don’t be afraid to change it. It is always a great idea to
try something that will enhance your productivity. Be open to a
conversation about change.
3. 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. Cease 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. Improve constantly and forever
As I briefly mentioned in the overall discussion board. I think
that companies have to keep evolving if they are to stay a strong
competitor. There is always a need to improve something in a
company whether it is a new technology system or a new
process that can improve production or a way to improve quality
and the list goes on regardless of the system, process and/or
technique, companies have to change as the year’s progress and
the markets and industries change.
6. Institute training on the job
As with the constant improvements going on, it is also
important to ensure that the right trainings are being
implemented. When introducing new technologies and/or
processes the employees need to know what to do to ensure the
quality of the company is not compromised. It is also essential
that managers are also aware of any changes so that they are
more equipped to help others. Also managers need to have
extensive product knowledge that will not only help other
employees but also the customers. Well trained employees can

3. help a company overall as it goes through the many changes in
the industry and over the years.
8. Drive out fear
Every day supervisors get a quota from their managers on how
much productivity should be done by the end of the day. The
supervisors pass out the message to employees, they tell us that
we must have a sense of urgency. The fear hunts employees
because many of the times the machinery does not work
accurately, many issues arise and we depend on the maintenance
personnel to solve the issues. Some mechanics do have the
experience and some don’t, to make the long story short; all
employees and mechanics are in the same boat and we are
worried that we will be fired or the company will close.
9. Break down barriers
In my current organization, there are a lot of barriers that
are present. Due to these barriers, communication is poor, the
respect level is low and every department feels like a
standalone. There is no real united front and customers can tell.
· Have a shared vision- It is important that every department in
the company has the same vision. We all need to be going in the
same direction to reach the common goal.
· Focus on collaboration instead of compromise- People often
try to come to a compromise when different views are
expressed. Instead of trying to compromise, collaboration works
better. This way we can combine our ideas instead of trying to
take some ides away.
· Build the internal customer concept- This is the most
important aspect of breaking down the barriers. Once the
barriers are broken, the common goal can be met. In doing this,
a company can grow to its full potential.

4. 10. Eliminate
I understand that it is better to have great production and once
again the pressure to eliminate waste is in high demand. The
leadership team and supervisors give employees a scrap or
waste target of 2 percent, which is unlikely to happen. The
second target that they give us for good quality production is 75
percent. The targets that they give us are kind of hard to meet.
There are days when the machinery runs great, but most of the
times it is not too good. The only times when employees have
good productivity is when there are no change overs all day to a
different type of product.
•Eliminate work standards (quotas) on the factory floor.
Substitute leadership.
Operation
•Eliminate management by objective. Eliminate management by
numbers, numerical goals. Substitute leadership.
11. 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.
12. 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. Institute a vigorous program of education and self-
improvement.
14. Put everybody in the company to work to accomplish the
transformation.
With the ongoing improvements, trainings, breaking barriers,
why not summarize with a transformation. The overall
transformation processes of a company everyone’s
responsibility. I think if you are a part of the company you are a
part of the change that can propel the company further into what
is to come and prepared for future success. And employees and

5. the customers are essential assets to the future of a company.
· How the new process will address each of Deming's 14 points,
as compared to the old process
· How your team has optimized the process
· Managerial and employee goals and communication processes
to reach each of Deming's Points in the future
High transportation cost is one of the leading problems that the
management is facing and needs to overcome. The investment of
time and money that organizations make, in order to carry out
that transportation of raw materials and the distribution of the
products to the consumers, are huge. While building a facility
closer to the retail stores and industries that supply the raw
materials is one option, it again presents a very huge investment
risk that the company cannot afford to take. Deming’s point and
the use of process map are, perhaps the best way to overcome
these issues while allowing the company to continue its
operations effectively. Process maps and the use of Deming’s
points would ultimately allow the management department to
accurately determine the steps that company should take next in
order to overcome the current problem that it is facing.
[Roberts, (2012)]
Process mapping is primarily used in order to determine the
individual steps that would need to be taken in order to execute
the strategies in order to improve the quality of the process that
is being considered. More often than naught, it so happens that
the simple act of creating a process map often allows
organizations and companies to see through obstacles and figure
out ways to overcome and improve. Creating an ideal process
map with minimal waste in transportation would allow the
management to understand the ways to improve the overall
quality while maintain cost-effectiveness.

6. Process Map
(Figure 1: Process Map Non-Ideal)
(Figure 2: Process Map Ideal – Minimal Waste)
Deming’s fourteen points can be implemented in the
transportation area of the organization. The process describes
above can use Deming’s fourteen points to reach a better quality
in its operations. Deming’s point that suggests that companies
should use a single supplier for their dealings is an important
one to take in to account when it comes to dealings with
suppliers for raw material transportation. Reaching consistent
quality standards becomes difficult when multiple suppliers are
used for the same material. Using single supplier for one item
would ensure consistent quality. Furthermore, management
could easily make a deal with the chosen supplier regarding the
transportation costs in a manner that benefits both parties
equally. Furthermore, Deming’s points that suggest that the
company should strive for quality improvement every day are
another important aspect that could be implemented in to the
transportation area as well.
For example, the company could improve transport through
adopting green transport as opposed to the usual fuel that is
used. This would improve the overall image of the company
while saving fuel costs to some extent, making transport more
affordable and economical. Other steps that management could
take in order to reduce transport costs are to ensure that the
product quantity does not exceed the storage space for
transportation. Additionally, Deming’s fourteen points could be
used in order to provide training to the transportation

7. servicemen in order to allow them to provide quality
transportation services.
References
Neave, H. R. (1987). Deming's 14 points for management:
framework for success. The Statistician, 561-570.
Anderson, J. C., Rungtusanatham, M., & Schroeder, R. G.
(1994). A theory of quality management underlying the
Deming management method. Academy of management Review,
19(3), 472-509.
Roberts, H. (2010). Quality is personal: a foundation for total
quality management. Simon and Schuster.