Test your capability in Management Theory:
In 1995 Nabil Tamimi, Mark Gershon, and Steven Currall wrote an academic paper to identify operational measures which could be used to assess the implemental of Dr. Deming’s 14 points in an organization.
Their 50 question survey is an excellent resource for self-assessment of implementation.
In 2011, Caroline Fisher, Cassandra Elrod and Rajiv Mehta extended this study making some minor modifications. The survey can be done with managers at the business-unit level, but can also be asked of all staff.
The following statements can help to assess the degree to which this one of Dr. Deming’s 14 points is being implemented. (<– Get the pdf!)
Key:
Rank each of the 50 statements below on a five point scale starting with:
- 0 “not at all true”
- 1 “slightly true”
- 2 “somewhat true”
- 3 “mostly true”
- 4 “completely true”
Point 1: Creating constancy of purpose
1. Top management makes long-term plans.
2. Top management provides for research and development.
3. Top management provides for new technology.
4. Top management provides for employee training/education.
Point 2: Adopting the new philosophy
5. Top management is committed to quality improvement as a way to increase profits.
6. Top management is committed to setting objectives for quality improvement.
7. Top management in committed to continual quality enhancement as a primary goal.
Point 3: Ceasing reliance on mass inspection
8. Suppliers use statistical quality control techniques.
9. Statistical control techniques are used to minimize reliance on mass inspection.
10. Top management supports the belief that quality must be “built into” the product and not “inspected into” it.
Point 4: Ending the practice of awarding business based on price tag alone
11. Supplier selection is based on quality and price rather than price alone.
12. Suppliers are involved in the product/service development process.
13. Long-term relationships are developed with suppliers.
14. There is a reliance on a few dependable suppliers.
Point 5: Improving constantly the system of production or service
15. Customers’ requirements are analyzed in the process of developing a product/service.
16. Customers’ feedback is used to continually improve the product/service.
17. Top management assesses its competitors in order to improve the product/service.
Point 6: Instituting training
18. Employees are trained in statistical improvement techniques.
19. Employees are trained in quality related matters.
20. Employees are trained in specific work-related skills.
21. Supervisors are trained in statistical improvement techniques.
Point 7: Instituting leadership
22. Supervisors help their employees on the job.
23. Supervisors work to build the trust of their employees.
24. Supervisors lead in a way that is consistent with the aims of the organization.
25. Supervisors are viewed as coaches by their employees.
Point 8: Driving out fear
26. Employees express new ideas related to improving work conditions.
27. Employees seek their supervisors’ assistance when unsure of their tasks.
28. Employees are not afraid to report working conditions that interfere with quality.
29. Employees feel they have no job security.
Point 9: Breaking down barriers among departments
30. Different departments have compatible goals.
31. In the product/service design process there is teamwork among departments.
32. There is good communication among departments.
Point 10: Eliminating slogans and targets
33. Top management provides its workers with the methods/procedures to meet the goals.
34. Top management, not the hourly workers, is responsible for removing obstacles that cause defects/errors.
35. Top management does not use vague slogans (i.e. “Do It Right the First Time”) in communicating with its employees.
Point 11: Eliminating numerical quotas
36. Work standards are based on quality and quantity rather than on quantity alone.
37. Work standards are set based on process capability studies.
38. Numerical quotas are not given higher priority than quality of workmanship.
Point 12: Removing barriers to pride in workmanship
39. Performance appraisals are not used to rank employees.
40. The quality of the working environment is good.
41. There is adequate documentation on how to do the job.
42. There is no pressure for short-term results.
43. Top management sets realistic goals for its employees.
Point 13: Instituting education and self-improvement
44. There are programs to develop teamwork among employees.
45. There are programs to develop effective communication among employees.
46. There are programs to develop employees’ conflict resolution skills.
47. There are programs to broaden employees’ skills for future organizational needs.
Point 14: Taking action to accomplish the transformation
48. Top management takes action toward executing its quality improvement policies.
49. Top management makes its quality improvement policies visible to all employees.
50. Top management relies on internal and external consultants to implement its quality improvement policies.
Scores can range from: 0 – 200
Using traditional, educational methods,
Grade yourself.
Simply add your points together.
A: 180 – 200
B: 160 – 179
C: 140 – 159
D: 120 – 139
F: 0 – 119