W. Edwards Deming was a pretty smart guy.... and knew quite a bit (well, just about everything) when it came to quality management. He did pretty much pioneer the field, so maybe it's time more organizations start to listen to the man who helped launch the push for quality management and implement it themselves. This presentation focuses on how the service sector, particularly Hospitality, can benefit from taking to heart the 14 Points for the Transformation of Management that Deming was so well known for. Who knows, you might actually see positive results!

1. transformation of

2. Quality is one of those words that
gets tossed around quite a bit.

3. But Quality in the
seems to take on a
meaning of its own…

4. Some know what they
are doing while others
have no clue.

5. Some know what they
are doing while others
have no clue.

6. For those who don’t know
what they are doing wrong

8. Bornin
1900

9. Bornin
1900
Diedin
1993

10. Bornin
1900
Diedin
1993

17. Ever heard of
TOTAL
QUALITYMANAGEMENT?

18. Ever heard of
TOTAL
QUALITYMANAGEMENT?

19. In 140 characters or less…

20. an integrative philosophy of management
for continuously improving the quality of
products and processes

21. TQM was inspired by Deming’s theories

22. Systemof Profound
Knowledge
TQM was inspired by Deming’s theories

23. Systemof Profound
Knowledge The Red Bead Experiment
TQM was inspired by Deming’s theories

24. Systemof Profound
Knowledge The Red Bead Experiment
The FunnelExperiment
TQM was inspired by Deming’s theories

25. TQM was inspired by Deming’s theories
Systemof Profound
Knowledge
The Seven DeadlyDiseases
The Red Bead Experiment
The FunnelExperiment

26. But this isn’t about any of those

27. It’s about

30. Principle 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.

31. Plan for quality in the long run.
Don’t think short-term.

32. In a service industry like
Hospitality, don’t just think of
making the guest happy now,
think of how it will bring them
back in the future

33. Principle
Adopt the new philosophy.
We are in a new economic age.

34. Principle Western management must
awaken to the challenge,
must learn their
responsibilities, and take on
leadership for change.

35. As true now as it was 60 years ago.
You need to manage by leadership, not
lead by management.

36. Design your service standards to be
about the needs of your guests, not the
threat of your competitors.
Have a QUALITY vision and implement!

37. Principle
Cease dependence on
inspection to achieve quality.

38. Principle
Eliminate the need for
inspection on a mass basis
by building quality into the
product in the first place.

39. Instead of constantly being on top of
your team to ensure they are giving it
their best, build it into their training
from the start.
Constant inspection doesn’t improve
quality, it just finds the lack of it.

40. Principle
End the practice of
awarding business on the
basis of price tag.

41. Principle
Instead, minimize total
cost. Move toward a single
supplier for any one item,
on a long-term relationship
of loyalty and trust.

42. Service is about relationships, and
finding vendors you know and trust will
go a long way not just for you but for
your clients.

43. It’s a two way street – find a partner
of choice but make sure you are giving
back as much as you are getting.

44. Principle Improve constantly and forever
the system of production and
service, to improve quality and
productivity, and thus
constantly decrease costs.

45. Improvement isn’t a stepping stone,
it’s a constant path.

46. Provide your team with the skills
they need, the education they want,
and the support they deserve.

47. Quality service is not about what is in
a manual but how it’s fostered
throughout a career.

48. Principle
Institute training on the job.

49. Standard Operating Procedures are
needed, but there is nothing
standard in a service industry.

50. Theory means nothing without practice.
Provide the guidelines but help to
improve by constant training.
As the saying goes, “Give a man a fish
and he’ll eat for a day. Teach him how
to fish and he’ll eat forever.”

51. Principle
Institute leadership.

52. Principle The aim of supervision should
be to help people …do a better
job. Supervision of management
is in need of overhaul, as well
as supervision of production
workers.

53. Management should know their
team’s jobs inside and out.
Real leadership is about coaching,
not policing.

54. Find out your team’s need and do
whatever is needed to make them
succeed. Management is about
participation and transformation.

55. Principle
Drive out fear, so that
everyone may work
effectively for the company.

56. Managing by fear is managing
by cowardice.
Quality is derived from trust
and giving opportunities to
participate in the improvement.

57. Managers should not only
welcome feedback, but expect
it and learn from it.

58. Principle
Break down barriers
between departments.

59. Principle 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.

60. Any company that treats quality
service as “us versus them” is
destined to fail.

61. All parts of your organization must be
in sync so in the end, the client
experiences nothing but seamlessness.

62. Principle
Eliminate slogans,
exhortations, and targets
for the work force

63. Principle
Asking for zero defects
and new levels of
productivity only create
adversarial relationships.

64. Catchy slogans and management
philosophies summed up into three
words may be nice. But without
context or real understanding by your
team, they mean nothing.
Also be sure to be realistic.

65. Principle
Eliminate work standards
(quotas) on the factory floor.

66. Principle
Substitute leadership.
Eliminate management by
objective.
Eliminate management by
numbers and numerical goals.

67. Managing by numbers is like
painting by numbers.
Sure, it results in a clear picture, but your
team will be too focused on staying within
the lines that they forget the big picture.

68. Going outside the lines isn’t
always bad. Just ask Picasso.

69. Principle
The responsibility of
supervisors must be
changed from sheer
numbers to quality.

70. Principle
Remove barriers that rob
the workers of their right
to pride of workmanship.

71. Principle
This means, inter alia,
abolishment of the annual
or merit rating and of
management by objective.

72. Simply put it’s about “Joy in Work”.
Why deny someone the ability to love
what they do?

73. Encountering someone passionate
about their work will completely alters
a client’s experience.

74. Principle
Institute a vigorous
program of education
and self-improvement.

75. It’s not a matter of teaching someone
the basic skills they need to complete
their tasks.

76. It’s about providing the opportunity to
grow, both within your organization
and in their own lives.

77. Service is about being able to adapt to
constant changes and scenarios.
Be willing to prepare your team for
anything and everything.

78. Principle
Put everybody in the company
to work to accomplish the
transformation.
Make it everybody's job.

79. In hospitality, it’s about human
interaction and not robotics (I’d hope).

80. Everyone has a responsibility to
clients to ensure that the organization
is doing its best to fulfill their needs.

81. This can only happen in an environment
that embodies all 14 Points for
Transformation of Management.

82. Alright, that was a LOT to take in,
wasn’t it?

83. So here’s a little
recap

84. 1. Constantly Improve
2. Adopt the New
Philosophy
3. Stop Depending on
Inspections
4. Focus on One Supplier
5. Improve Forever
6. Use On-the-Job Training
7. Implement Leadership
8. Eliminate Fear
9. Unite all Departments
10. Clarify the Slogans
11. No more Management
by Objective
12. JOY IN WORK
13. Education & Self-
Improvement
14. Transformation is
EVERYONE’S Job

85. See how we can help you reach
higher levels of quality.
Want to learn more?