Standing the Test of Time: Deming's 14 Points for Management

Deming’s 14 Points: Guiding Principles for Productive Workplaces

In 1950, management consultant W. Edwards Deming introduced his 14 Points for management in his seminal work Out of the Crisis. These principles transformed manufacturing in post-war Japan and helped spur their economic miracle.

Though originally written 70 years ago, Deming’s 14 Points remain highly relevant for leading productive, positive workplaces today – including in the world of software development and office environments. Let’s examine what each point means and how to apply it.

Learn more at: https://deming.org/

The 14 Points for Management

Point 1 – Create Constancy of Purpose

Adopt long-term thinking. Leaders should have a vision that guides decisions beyond just driving quarterly results. When staff align to a shared purpose, productivity and innovation flourishes.

In today's delivery, this means aligning our decisions and actions with the organization's broader objectives, fostering a sense of purpose and motivation among team members. We see many successful businesses that have been able to rally people around purpose and culture, but we have also seen organizations solely focused on profit and not people that struggle to maintain their direction.

Point 2 – Adopt a New Philosophy of Cooperation

Deming advocated embracing a new management philosophy that values cooperation, respect for employees, and continuous improvement. This philosophy is a potent force in cultivating a positive workplace and driving innovation in software development. A lot of these ideals were instrumental in the creation of the Agile Manifesto as well. How do we cooperate better?:

• Break down internal silos and barriers.
• Foster cross-department collaboration.
• Seek to build trust and support across the organization.

Working cooperatively versus competitively generates better outcomes.

Point 3 – Cease Reliance on Inspection to Achieve Quality

Instead of relying solely on inspection and quality control measures, Deming encouraged organizations to build quality into their processes. In software development, this translates to adopting Agile methodologies that prioritize quality at every stage. Catching defects at the end is inefficient. Ensure quality at the source. Give workers proper training and tools to complete work right the first time. Prevention over inspection improves productivity.

The earlier we can catch issues, the cheaper they are to fix. By focusing on quality early and delivering value sooner we can improve our approach to quality.

Point 4 – End Awarding Business Based on Price Tag Alone

Deming urged companies to select suppliers based on long-term partnerships and quality, rather than just cost. Today, teams benefit from forging strong, collaborative relationships with suppliers to ensure reliable and high-quality inputs. Seeking the cheapest vendors often backfires through poor quality. Vet suppliers thoroughly. Weigh total cost, service level, and shared values in selections. Loyal, trusted partners deliver optimal ROI long-term.

Point 5 – Constantly Improve Every Process

No process is perfect. Continuous improvement is at the heart of Deming's philosophy. Adopting iterative approaches, like Agile and Lean, enables teams to make incremental progress and adapt to changing requirements. Continually fine-tune operations through feedback loops, employee engagement, analyzing data and employing the right tools and frameworks to solve the right problems. Incremental improvements compound significantly over time.

Point 6 – Institute Training

Investing in employee skills pays dividends. Training boosts quality and efficiency. Cross-training prevents silos. Management skills development creates better leaders. Ongoing learning is the new job security.

The only thing worse than training your employees and having them leave is not training them and having them stay. — Henry Ford, Founder, Ford Motor Company.

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Point 7 – Adopt and Institute Leadership

Effective leadership plays a vital role in inspiring teams, nurturing creativity, and fostering a positive work environment. By adopting servant leadership principles, leaders empower their teams to achieve exceptional results. Leaders should act as coaches and facilitators, empowering employees to do their best work. Instill purpose, accountability and continuous improvement at all levels of leadership.

Point 8 – Drive Out Fear

Fear-based management kills morale, creativity and risk-taking. Deming recognized the destructive impact of fear in the workplace. Encouraging open communication and supporting risk-taking cultivates a safe environment where ideas can flourish, leading to breakthroughs in software development and office work. Cultivate psychological safety where people feel comfortable asking questions and suggesting improvements without retaliation. Trust and care for employees.

Point 9 – Break Down Barriers Between Staff Areas

Collaboration and cross-functional communication are critical for success. Breaking down silos between departments promotes knowledge sharing and facilitates seamless cooperation in modern office settings. Employees need to feel comfortable approaching other departments, so tear down silos that inhibit the free flow of ideas and information.

Point 10 - Eliminate Slogan and Targets

Judging teams only by quantities like output metrics or budgets can incentivize bad behavior to hit targets. Deming urged organizations to focus on meaningful improvement rather than setting arbitrary targets. This principle aligns with Agile values, which prioritize delivering value to customers over adhering to rigid goals. Assess quality, ethics, customer value, employee development, and other factors too. Outcomes are what drive success, not output! Measure what matters.

Point 11 – Eliminate Management by Objective

Management and leadership should be managing through hands on assessment and supportive of the goal at hand. Get rid of rigid work structures and replace them with true leadership.

Point 12 – Remove Barriers to Pride in Workmanship

When people feel empowered, they find meaning in work.

Giving employees autonomy and ownership over their work encourages pride in their contributions. Give employees autonomy and tools to master their roles. Show workers how they contribute to the larger mission. Provide challenging assignments. When we feel something toward our work, we are much more productive and happy in our roles.

Point 13 – Institute Education and Retraining

Create a Structure for Improvement by designing routines and rituals that prompt reflection and improvement such as after-action reviews, regular check-ins, and development planning. Continuous, incremental gains add up.

At Worksoul, we focus so much on continuous improvement and growth of people and organizations. whether through training, new roles, or just freedom to explore and get better, ongoing education enables employees to stay challenged and successful. Retraining helps staff transition roles when needed. Investment in growth makes workers feel valued and engaged.

Point 14 – Clearly Define Top Management’s Permanent Commitment

Deming's final point underscores the importance of cultivating a culture of participation and collaboration in the pursuit of transformational change. A shared commitment to improvement is the bedrock of productivity and positive workplaces. Executives must exemplify the cultural values and principles they espouse. When leaders walk the talk, trust and progress follows.

Reflection on the 14 Points

Arguably, Deming's principles around cooperation, continuous improvement, adaptability, employee experience, organizational learning, and leadership mindset seem most prescient. Practices like managing by metrics alone seem outdated. But overall, his forward-thinking philosophy remains highly applicable even for modern work.

1. How can I apply Deming's principles to my current work environment? What principles are applicable and which ones no longer seem to resonate?
2. Which of Deming's principles resonates with me the most, and why?
3. What steps can I take to become a change agent for transformation in my workplace?