1. Constancy of purpose
Create constancy of purpose for continual improvement of products and service to society, allocating resources to provide for long range needs rather than only short term profitability, with a plan to become competitive, to stay in business, and to provide jobs.
2. The new philosophy
Adopt the new philosophy. We are in a new economic age, created in Japan. We can no longer live with commonly accepted levels of delays, mistakes, defective materials, and defective workmanship. Transformation of Western management style is necessary to halt the continued decline of business and industry.
3. Cease dependence on mass inspection
Eliminate the need for mass inspection as the way of life to achieve quality by building quality into the product in the first place. Require statistical evidence of built in quality in both manufacturing and purchasing functions.
4. End lowest tender contracts
End the practice of awarding business solely on the basis of price tag. Instead require meaningful measures of quality along with price. Reduce the number of suppliers for the same item by eliminating those that do not qualify with statistical and other evidence of quality. The aim is to minimize total cost, not merely initial cost, by minimizing variation. This may be achieved by moving toward a single supplier for any one item, on a long term relationship of loyalty and trust. Purchasing managers have a new job, and must learn it.
5. Improve every process
Improve constantly and forever every process for planning, production, and service. Search continually for problems in order to improve every activity in the company, to improve quality and productivity, and thus to constantly decrease costs. Institute innovation and constant improvement of product, service, and process. It is management's job to work continually on the system (design, incoming materials, maintenance, improvement of machines, supervision, training, retraining).
6. Institute training on the job
Institute modern methods of training on the job for all, including management, to make better use of every employee. New skills are required to keep up with changes in materials, methods, product and service design, machinery, techniques, and service.
7. Institute leadership
Adopt and institute leadership aimed at helping people do a better job. The responsibility of managers and supervisors must be changed from sheer numbers to quality. Improvement of quality will automatically improve productivity. Management must ensure that immediate action is taken on reports of inherited defects, maintenance requirements, poor tools, fuzzy operational definitions, and all conditions detrimental to quality.
8. Drive out fear
Encourage effective two way communication and other means to drive out fear throughout the organization so that everybody may work effectively and more productively for the company.
9. Break down barriers
Break down barriers between departments and staff areas. People in different areas, such as Leasing, Maintenance, Administration, must work in teams to tackle problems that may be encountered with products or service.
10. Eliminate exhortations
Eliminate the use of slogans, posters and exhortations for the work force, demanding Zero Defects and new levels of productivity, without providing methods. Such exhortations only create adversarial relationships; 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.
11. Eliminate arbitrary numerical targets
Eliminate work standards that prescribe quotas for the work force and numerical goals for people in management. Substitute aids and helpful leadership in order to achieve continual improvement of quality and productivity.
12. Permit pride of workmanship
Remove the barriers that rob hourly workers, and people in management, of their right to pride of workmanship. This implies, among other things, abolition of the annual merit rating (appraisal of performance) and of Management by Objective. Again, the responsibility of managers, supervisors, foremen must be changed from sheer numbers to quality.
13. Encourage education
Institute a vigorous program of education, and encourage self improvement for everyone. What an organization needs is not just good people; it needs people that are improving with education. Advances in competitive position will have their roots in knowledge.
14. Top management commitment and action
Clearly define top management's permanent commitment to ever improving quality and productivity, and their obligation to implement all of these principles. Indeed, it is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to—that is, what they must do. Create a structure in top management that will push every day on the preceding 13 Points, and take action in order to accomplish the transformation. Support is not enough: action is required!
Resources: http://www.lii.net/deming.html
戴明轉危為安（OUT OF THE CRISIS）書中「管理十四要點」構成他對品質與管理的主要思想理念，值得我們用心思考，茲概述如下：
- 建立堅定不移的目標︰用以改進產品與服務的品質，使企業具競爭力，能永續經營下去。
- 採用新的經營哲學︰企業正處於一個嶄新的經營年代，管理者必須認清新時代的挑戰，確知自己的責任何在，挺身領導全體員工應變。
- 停止倚賴檢驗以獲得品質︰以「一開始就製造出高品質」的方式，來取代大量的檢驗。
- 停止僅以價格作為考量交易的基礎︰應以最低總成本來考量。一種物料最好向同一供應商採購，並建立長期忠誠與互信的夥伴關係。
- 不斷改進生產與服務系統︰改善品質與生產力，進而持續降低成本。
- 進行在職訓練︰提升員工能力，對工作充分了解並能有效執行。
- 建立領導風格︰確認督導的目的在於協助人員、機器與裝備把工作做得更好。除了生產線上的作業員之外，管理者的表現也應受督導。
- 排除恐懼︰使得每一員工能在有安全感的環境中，更有效率地為公司工作。
- 消除各部門間的藩籬︰不論是研發、設計、製造或行銷部門的人員，都應通力合作，形成團隊，共同思考產品在使用上可能發生的問題，並防患於未然。
- 避免向員工喊口號、說教，或訂目標︰要求員工達到零缺點或新的生產力水準，只會造成他們的反感，形成與公司對立的關係。因為許多品質與生產力低落的情形，是制度不良所造成的，不應一味要求員工。
- 以領導方式達成工作要求︰不以數字化目標要求員工，或是在工廠第一線設訂配額標準。
- 讓員工都享有以工作為榮的權利︰基層工人同樣有權以工作的成果為榮，不應剝奪他們這項權利。「管理者的權力感化人心，落實在品質的表現上。」「工程部門及管理階層的人員，也有以工作成果為榮的權利。」對於剝奪此權利的障礙，應當謀求克服之道。也就是說，除了一些必須注意的事項外，還應廢止年度考核績效以及目標管理。
- 擬訂有活力的教育與自我改進計畫。
- 讓企業組織內每一分子都投入工作，以「完成心態上的轉變」。這是大家的事。
Resources: http://tw.myblog.yahoo.com/jw!oBk7g4CFRU.VghzGcQ--/article?mid=188
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