Introduction
In the world of business, organizations are constantly seeking ways to improve their products, services, and overall efficiency to stay competitive and meet the ever-changing demands of the market. One influential figure in this field was Dr. W. Edwards Deming, an American engineer, statistician, and management consultant who made significant contributions to the development of modern quality control and management techniques.
In the 1950s, Deming traveled to Japan to teach his ideas to Japanese business leaders, who eventually applied them to their own manufacturing processes, leading to Japan’s economic success in the latter half of the 20th century. Deming’s ideas became known as the “Deming Philosophy” and are still widely applied in various industries today.
Deming’s 14 Points of Management, originally presented in his book “Out of the Crisis,” outline a set of guidelines for achieving high levels of quality and efficiency in organizations. The points cover a wide range of topics, including leadership, training, teamwork, and continuous improvement. By implementing these points, organizations can create a culture of quality and excellence that leads to increased customer satisfaction, higher profits, and overall success.
A. Importance of safety culture in technology
Deming’s 14 points of safety are not only applicable to the manufacturing industry but also to the technology industry. With the increasing reliance on technology in various industries, the need for a safety culture is becoming more critical. The technology industry has unique challenges that make it necessary to have a strong safety culture. The introduction of new technology in the workplace can create new safety hazards that need to be identified and addressed.
Moreover, the technology industry is constantly evolving, and companies need to be adaptable to remain competitive. A safety culture can help companies maintain their competitive edge by improving the quality of their products and services and increasing productivity while minimizing costs.
In the technology industry, there is also a need to break down the silos between different departments, such as research and development, design, sales, and production. By working together, these departments can identify potential safety issues early in the development process and address them before they become more significant problems.
Adopting Deming’s 14 points of safety can help technology companies create a strong safety culture that promotes continuous improvement and innovation. It can help them achieve their goal of providing high-quality products and services while protecting the health and safety of their employees and customers.
B. IT burnout and importance of safety culture
In the fast-paced and demanding field of information technology (IT), burnout has become an increasingly common problem. Burnout is a state of emotional, physical, and mental exhaustion caused by prolonged and excessive stress. It can lead to decreased job satisfaction, productivity, and overall well-being. This is where Deming’s safety culture can play a crucial role in the IT industry.
Adopting Deming’s safety culture in IT can help prevent burnout by creating an environment that prioritizes the well-being of employees. By implementing Deming’s principles, companies can create a workplace culture that emphasizes teamwork, continuous improvement, and employee development. This can reduce stress levels and create a sense of purpose among employees, leading to a more engaged and motivated workforce.
Additionally, Deming’s safety culture can help IT companies stay competitive and agile in a rapidly changing industry. By prioritizing quality and productivity, companies can continually improve their products and services, and meet the needs of customers in a fast-changing market. This can lead to increased customer satisfaction and loyalty, as well as long-term success for the company.
Overall, adopting Deming’s safety culture can benefit both employees and the company in the IT industry. It can help prevent burnout, increase engagement and motivation, and improve product and service quality.
II. Deming’s 14 points of safety
Dr. W. Edwards Deming was an American engineer, statistician, and management consultant who is widely regarded as one of the most influential figures in modern quality management. He is known for his work in Japan after World War II, where he introduced statistical quality control methods and helped to transform the Japanese economy.
Deming’s 14 points of safety were originally developed as a set of principles for improving manufacturing processes, but they have since been adapted and applied to a wide range of industries, including technology. The purpose of these points is to provide a framework for achieving high levels of quality and safety in the workplace, by focusing on continuous improvement, collaboration, and a culture of shared responsibility.
The 14 points of safety are based on the premise that quality is everyone’s responsibility, and that a focus on continuous improvement is essential for long-term success. Deming believed that achieving high levels of quality and safety requires a fundamental shift in the way that organizations operate, moving away from a traditional top-down management approach towards a more collaborative, team-based approach.
The points cover a wide range of topics, including the importance of creating a culture of continuous improvement, eliminating waste and inefficiencies, and empowering employees to take ownership of their work. They also emphasize the importance of leadership, both at the management level and throughout the organization, in fostering a culture of quality and safety.
Overall, Deming’s 14 points of safety are a powerful tool for organizations seeking to improve their quality and safety performance, and they continue to be widely used and studied in industries around the world.
1. 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.
In the field of IT, creating a constancy of purpose towards improvement is crucial to staying competitive in an ever-changing landscape. Technology is constantly evolving, and IT professionals need to keep up with the latest trends and developments to maintain their edge. This means that there needs to be a continuous focus on improving the quality of products and services to stay ahead of the competition.
To achieve this constancy of purpose, IT companies need to invest in ongoing research and development, and ensure that their employees are continuously learning and growing. This can be achieved through regular training, mentoring, and other professional development opportunities. Additionally, it is important for companies to listen to their customers and ensure that they are delivering products and services that meet their needs and expectations.
Creating a culture of continuous improvement can also have a positive impact on job creation. By staying competitive and providing high-quality products and services, IT companies can expand their customer base and grow their business, which can lead to new job opportunities. Additionally, by investing in their employees and fostering a culture of innovation, companies can attract top talent, which can further drive growth and success.
Creating a constancy of purpose towards improvement is essential for IT companies to stay competitive, provide high-quality products and services, and create job opportunities. This requires a continuous focus on research and development, ongoing learning and professional development for employees, and a commitment to listening to customers and delivering products and services that meet their needs.
2. 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.
The IT industry is constantly evolving and transforming, and as such, IT companies must adopt a new philosophy to stay relevant and thrive in this new economic age. This new philosophy involves embracing change and innovation and recognizing that business success is no longer just about delivering products and services, but also about creating value for customers and society as a whole.
IT companies (all companies for that matter) need to recognize their responsibilities to their stakeholders, including customers, employees, shareholders, and the community at large. This means taking a leadership role in promoting positive social and environmental impact, as well as embracing diversity and inclusion to build a more equitable and just workplace.
To adopt this new philosophy, IT companies need to be open to change and willing to take risks. They need to empower their employees to be creative and innovative, and to take ownership of their work. This requires a shift away from traditional hierarchical management styles towards more collaborative and inclusive leadership models.
In addition, IT companies must also be proactive in identifying and addressing emerging trends and challenges, such as cybersecurity threats and data privacy concerns. This requires a focus on ongoing learning and development, as well as a commitment to staying up-to-date with the latest technologies and industry best practices.
Adopting a new philosophy is crucial for IT companies to stay relevant and thrive in a constantly evolving industry. This involves embracing change and innovation, recognizing responsibilities to stakeholders, promoting positive social and environmental impact, and being proactive in addressing emerging trends and challenges.
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.
In the context of IT work, Deming’s third point of safety highlights the importance of focusing on prevention rather than detection when it comes to quality control.
Traditionally, quality control in software development has often involved extensive testing and inspection processes to identify and fix defects in the final product. However, Deming argues that this approach is inherently inefficient and ultimately ineffective, as it fails to address the root causes of quality issues.
Instead, Deming suggests that organizations should focus on building quality into the product from the outset, by identifying and addressing potential quality issues at every stage of the development process. This approach requires a strong focus on prevention, rather than detection, and a willingness to invest time and resources into ensuring that quality is built into every aspect of the product.
One key aspect of this approach is the use of continuous integration and continuous delivery (CI/CD) processes, which allow developers to test and validate changes to the codebase in real time. By catching potential quality issues early in the development process, organizations can avoid the need for extensive testing and inspection at later stages, ultimately leading to a more efficient and effective development process.
Overall, Deming’s third point of safety emphasizes the importance of building quality into the product from the outset, rather than relying on inspection and testing to identify and fix issues after the fact. By adopting this approach, IT organizations can improve their efficiency and effectiveness, while also delivering higher-quality products to their customers.
4. 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.
Deming’s fourth point of safety emphasizes the importance of building strong, long-term relationships with suppliers in order to minimize costs and improve overall quality.
In the context of IT work, this point of safety highlights the importance of taking a strategic approach to procurement, rather than simply seeking out the lowest-cost suppliers for each individual component or service.
By building long-term relationships with a smaller number of trusted suppliers, IT organizations can benefit from economies of scale, reduced transaction costs, and a greater degree of control over the quality of the products and services they receive. This approach can also help to minimize the risks associated with working with multiple suppliers, such as supply chain disruptions, quality issues, and inconsistencies in pricing and delivery.
However, in order to adopt this approach, IT organizations must be willing to invest time and resources into building strong relationships with their suppliers, based on mutual trust, respect, and collaboration. This requires a shift away from the traditional adversarial approach to procurement, in which suppliers are seen as interchangeable commodities to be sourced at the lowest possible price.
Overall, Deming’s fourth point of safety emphasizes the importance of taking a strategic, long-term approach to procurement, based on building strong relationships with a smaller number of trusted suppliers. By doing so, IT organizations can minimize costs, improve quality, and reduce the risks associated with working with multiple suppliers.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
Deming’s fifth point of safety emphasizes the importance of continuous improvement in order to stay competitive and drive down costs over the long term.
In the context of IT work, this point of safety highlights the importance of adopting a culture of continuous improvement, in which every aspect of the production and service delivery process is constantly evaluated and refined to maximize efficiency and quality.
This requires a willingness to challenge existing processes and systems, to experiment with new approaches and technologies, and to be open to feedback and suggestions from all levels of the organization. By doing so, IT organizations can identify opportunities for improvement, streamline workflows, and optimize the use of resources, leading to improved quality and increased productivity.
In addition to driving down costs and improving quality, a culture of continuous improvement can also foster innovation and drive growth, by enabling IT organizations to adapt to changing market conditions and customer needs.
Overall, Deming’s fifth point of safety emphasizes the importance of adopting a mindset of continuous improvement in order to remain competitive and drive down costs over the long term. By embracing this approach, IT organizations can optimize their workflows, improve the quality of their products and services, and position themselves for growth and success in a rapidly changing marketplace.
6. Institute training on the job.
Deming’s sixth point of safety emphasizes the importance of providing employees with the knowledge and skills they need to perform their jobs effectively and efficiently.
In the context of IT work, this means ensuring that employees have the necessary technical and soft skills to perform their roles effectively, and providing ongoing training and development opportunities to keep their skills up to date.
Effective on-the-job training can take many forms, from traditional classroom-based training to on-the-job mentoring and coaching, to online and self-paced learning resources. Whatever the format, the key is to ensure that training is tailored to the needs of the individual employee and the specific requirements of their role, and that it is delivered in a way that is engaging, effective, and accessible.
In addition to improving employee performance and productivity, effective on-the-job training can also foster a culture of learning and growth within the organization, helping to attract and retain top talent and creating a more dynamic and innovative workplace.
Overall, Deming’s sixth point of safety emphasizes the importance of investing in employee training and development as a key component of organizational success. By providing employees with the knowledge and skills they need to perform their roles effectively, IT organizations can optimize their workflows, improve the quality of their products and services, and position themselves for growth and success in a rapidly changing marketplace.
7. 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.
Deming’s seventh point of safety emphasizes the importance of effective leadership in driving organizational success and ensuring that employees have the support and guidance they need to perform their jobs effectively.
In the context of IT work, effective leadership can take many forms, from setting clear goals and expectations for employees, to providing ongoing coaching and feedback, to fostering a culture of collaboration and teamwork.
One key aspect of effective leadership in IT is the need for supervisors to provide support and guidance not only to production workers, but also to management and other key stakeholders. This may involve working closely with technical teams to identify opportunities for improvement, providing guidance on best practices and industry standards, and facilitating communication and collaboration between different departments and teams.
Effective leadership in IT also involves recognizing the importance of technology and tools in driving organizational success. This may involve investing in new technologies and tools, providing training and support to employees to ensure they can make the most of these tools, and fostering a culture of innovation and experimentation to stay ahead of the competition.
Overall, Deming’s seventh point of safety emphasizes the importance of effective leadership in driving organizational success and ensuring that employees have the support and guidance they need to perform their jobs effectively. By providing effective leadership, IT organizations can foster a culture of collaboration and innovation, optimize their workflows, and position themselves for growth and success in a rapidly changing marketplace.
8. Drive out fear, so that everyone may work effectively for the company.
Deming’s eighth point of safety emphasizes the importance of creating a workplace culture in which employees feel comfortable expressing their ideas, concerns, and opinions without fear of retribution or punishment.
In the context of IT work, fear can manifest in many ways, from fear of making mistakes that could result in costly downtime or security breaches, to fear of being overlooked for promotion or advancement. To address these fears, organizations must take steps to foster a culture of transparency, trust, and open communication.
One key aspect of creating a culture that is free from fear is to encourage employees to speak up and share their ideas and concerns. This may involve providing regular opportunities for employees to provide feedback and suggestions, as well as actively soliciting input from employees on key issues and decisions.
Another key aspect of driving out fear in the workplace is to establish clear expectations and guidelines for employee behavior. This may involve developing a code of conduct or a set of core values that outlines the behaviors and actions that are expected of employees, as well as providing training and support to ensure that all employees understand these expectations.
Overall, Deming’s eighth point of safety emphasizes the importance of creating a workplace culture in which employees feel comfortable expressing their ideas, concerns, and opinions without fear of retribution or punishment. By fostering a culture of transparency, trust, and open communication, IT organizations can create an environment that is conducive to innovation, collaboration, and growth.
9. 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.
In today’s technology-driven world, collaboration and communication across departments are essential for the success of any organization. Deming’s ninth point of safety emphasizes the importance of breaking down barriers between departments to promote teamwork and collaboration.
Traditionally, departments like research, design, sales, and production often operate in silos, with little interaction between them. This can lead to a lack of understanding of each other’s roles and responsibilities, which can result in delays, errors, and miscommunication. Deming suggests that these departments should work together as a team to foresee any problems that may arise during the production and use of the product or service.
By breaking down the barriers between departments, individuals can gain a better understanding of each other’s strengths and weaknesses, which can lead to a more efficient and effective organization. Collaboration can also lead to more innovative ideas and solutions as team members with diverse skill sets and perspectives come together to solve problems.
Overall, Deming’s ninth point emphasizes the importance of teamwork and collaboration in today’s technology-driven world. By breaking down barriers between departments and fostering a culture of collaboration, organizations can improve their ability to produce high-quality products and services.
10. 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.
In his 10th point, Deming argues that slogans, exhortations, and targets asking for zero defects and increased productivity are counterproductive. Such exhortations only create adversarial relationships between workers and management, as the root causes of low quality and low productivity often lie beyond the power of the workers. Instead, Deming believes that management should focus on improving the system and processes, rather than placing undue pressure on workers to meet unattainable targets. In this way, workers can be empowered to work collaboratively with management to identify and solve problems that arise in the workplace. By eliminating slogans and targets, management can create a more positive and cooperative work environment, which in turn can lead to increased quality and productivity.
11. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
Deming argued that managing by objectives and numerical goals is a flawed approach because it creates a focus on short-term results instead of long-term improvement. Instead of setting numerical goals, he suggested that leaders should focus on providing guidance and support to their employees, enabling them to take ownership of their work and achieve their full potential.
In IT work, this means that managers should work with their teams to understand the root causes of problems and develop strategies to improve processes and systems. This approach requires a focus on collaboration and continuous improvement rather than just meeting numerical targets. By eliminating the focus on numerical goals and adopting a more leadership-focused approach, teams can better adapt to changing circumstances and achieve sustainable improvements in their work.
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.
Deming’s 12th point of safety emphasizes the importance of removing barriers that prevent employees from taking pride in their work. He believed that employees should be motivated to do their best work, and that they should be allowed to take pride in the quality of their workmanship.
Deming argued that this required the elimination of annual or merit ratings, which he believed were counterproductive to the goal of promoting quality workmanship. He also advocated for the elimination of management by objective, which he believed led to a focus on short-term goals at the expense of long-term improvements.
In order to remove these barriers, Deming suggested that organizations should focus on creating a culture of continuous improvement and empowerment, where employees are encouraged to take ownership of their work and to strive for excellence. This requires a shift in management style, from a top-down approach that emphasizes control and compliance, to a more collaborative and supportive approach that empowers employees to take ownership of their work and to contribute to the organization’s success.
13. Institute a vigorous program of education and self-improvement.
The thirteenth point in Deming’s 14 points of safety emphasizes the importance of continuous education and self-improvement in the workplace. According to Deming, it is crucial for organizations to invest in their employees’ growth and development to ensure that they have the skills and knowledge needed to improve quality and productivity.
In the context of IT work, this means that organizations should provide opportunities for their employees to learn new technologies, techniques, and methodologies. This can include formal training programs, conferences, workshops, and mentoring programs. By investing in their employees’ education and self-improvement, organizations can not only improve the quality of their products and services but also increase employee satisfaction and retention.
Moreover, as technology is constantly evolving, it is essential for IT professionals to stay up-to-date with the latest trends and innovations in the field. By providing opportunities for education and self-improvement, organizations can ensure that their employees are equipped with the knowledge and skills needed to keep up with these changes and adapt to new technologies and methodologies as they emerge.
Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.
Deming’s 14th point of safety is to put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job. This point emphasizes the importance of involving everyone in the organization in the quality improvement process. It recognizes that every employee, regardless of their position, has a role to play in achieving the company’s goals and objectives. This includes not only those who are directly involved in the production process but also those in management, administration, and support roles.
Deming believed that everyone in the organization has unique insights and perspectives that can contribute to improving the overall quality of the product or service. By involving everyone in the transformation process, the organization can tap into the collective knowledge and experience of its employees to identify problems and implement solutions. This approach not only leads to better quality products and services but also promotes a sense of ownership and pride among employees.
To achieve this transformation, it is important for the company to create a culture of continuous improvement and encourage employees to take an active role in the process. This may involve providing training and development opportunities, establishing communication channels for feedback and suggestions, and recognizing and rewarding employees for their contributions to the improvement process.
In summary, Deming’s 14th point emphasizes the importance of involving everyone in the organization in the quality improvement process and creating a culture of continuous improvement. It recognizes that the transformation to a quality-focused organization is not the responsibility of one person or department but requires the collective effort and commitment of all employees.
Read more about the 14 points: https://deming.org/explore/fourteen-points/
Another article: Breaking Through Bottlenecks: