Analysis of Edward Deming’s 14 Points in Business

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Table of Contents

Introduction
Deming’s Points: Additional Research
Conclusion
References

Introduction

W. Edwards Deming’s 14 principles are the most widespread and influential concepts for planning, execution, verification, and actions in business. They can be used in any organization and at any level – from small to large companies and divisions. Nonetheless, it is not easy to adopt these 14 regulations because business transformation requires serious efforts, outstanding dedication, and determination to break significant resistance. In fact, Deming’s principles have a more or less prominent role in management.

Deming’s Points: Additional Research

In my opinion, the fifth point by W. Edwards Deming is one of the best, most meaningful, effective, and efficient aspects of determining the quality of manufactured products and doing business. This section states that it is impossible to achieve high results without constant, active, and continuous improvement of a system and maintenance production (Deming’s 14 points, 2018). The concept allows one to reduce part of the costs and enhance the optimization and integration of systems and processes of a wide range of internal production elements (Zhou et al., 2018). Therefore, this point is the driving force of the industrial revolution, allowing people to move forward into the future.

On the contrary, in my view, the least significant element from the list is the ninth point. It implies reaching a new level of contact and interaction between department employees (Deming’s 14 points, 2018). Indeed, joint work and decision-making with collaborative efforts bring unique fruits for the development and prosperity of business (Ments & Treur, 2022). However, the world has changed, and this advice relevant in the previous era is no longer appropriate today. Accordingly, a systematic and interrelated view of the organization of business processes is an integral part of the conditions of competition and survival in the market.

Conclusion

Therefore, Deming’s 14 principles are challenging to underestimate or overestimate, but even such well-established “dogmas” have their strengths and weaknesses. Thus, the best option among them is point 5, which regulates the continuous improvement and modernization of components rooted in the organization’s structure. The worst choice of them is point 9, which implies the unification of each department. However, this is not the best and most effective way to increase employee productivity and improve work in modern realities.

References

Deming’s 14 points for the transformation of management. (2018). Web.

Ments, L. V., & Treur, J. (2022). Mental models and their dynamics, adaptation, and control. Cham: Springer.

Zhou, J., Li, P., Zhou, Y., Wang, B., Zang, J., & Meng, L. (2018). Toward new-generation intelligent manufacturing. Engineering, 4(1), 11-20. Web.

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Analysis of Edward Deming’s 14 Points in Business

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