Demings 2nd Point to Total Quality Management

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Adam Jarrard Advanced Operations Management Dr. Orwig TTR 11:00 – 12:15 W. Edwards Deming is considered by most to have been the leading expert in total quality management. After World War II Deming lead Japanese manufacturers from worst to first, and helped mold them into the manufacturing juggernaut that we can still see the remnants of today. He also used his knowledge and techniques to improve American manufacturers such as Ford and Xerox. Deming’s Ideas about total quality management ultimately boil down to his fourteen points for implementing quality improvement. Nine of Deming’s fourteen points apply to at least some form of leadership, showing how important Deming thought it was. This paper will look specifically at Deming’s second point which is leading to promote change. Initiating change in the workplace is never an easy task for a manager but it is an extremely essential tool that managers must use. Change is necessary at times and as a manager, one must be able to execute, the needed change, in a way that is presented to his or her employees as to not invoke fear. Deming understood that sometimes the ability to implement change is often looked over when building a manager, and included it in his fourteen points. Leadership is critical in this step because, without leading the employees in the change, it is basically just an order that they must follow. Managers, who are also leaders, will guide their employees through the change by acknowledging the following things. They analyze the organization’s need for the change and share that need with their employees so that everyone understands. They isolate and eliminate invalid structures and/or routines so that the employees realize that they have everyone’s best interest in mind. Perhaps one of the most important things they do is create a shared vision, common direction, sense of

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