Out of the Crisis, page 5.
"Quality begins with the intent, which is fixed by management. The intent must be translated by engineers and others into plans, specifications, tests, production. The principles explained here, along with the chain reaction displayed on page 3, the flow diagram in Fig. 1, and the techniques taught to hundreds of engineers, commenced the transformation of Japanese industry (more in the Appendix). A new economic age had begun."
Dr. W. Edwards Deming was the father of quality. Read more about him on Wikipedia.
In his quality journey he created 14 Points to be the basis for transformation of American industry, below. Each must be taken seriously. Some are very Zen-like. Deming followers will know the 14 from Out of the Crisis as precursors to Dr. Deming's System of Profound Knowledge in The New Economics.
Dr. W. Edwards Deming 14 Points
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.
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.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3).
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.
11a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
12a. Remove barriers that rob the hourly worker of their right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
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.
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.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8). 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.
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.
11b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
12b. 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 (see Ch. 3).
(Chapter references are to Out of the Crisis.)
Role of a Manager of People
1. A manager understands and conveys to people the meaning of a system. They explain the aims of the system. They teach people to understand how the work of the group supports these aims.
From The New Economics, page 125. These are the first two. There are 14 altogether.
2. They help people to see themselves as components in a system, to work in cooperation with preceding stages and with following stages toward optimization of the efforts of all stages toward achievement of the aims.