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Deming\'s 1st Point.
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.
Lets Consider first part of the sentance:
"Create constancy of purpose toward improvement". This means Every one should know what he\she is doing and why he\she is doing. To know the this, a person should know about his goals. The goals are set by the management. So ultimatly management shall know where we have to go. This includes growth of the organisation.
"improvement of product and service" : For this marketing department and customer support team should be strong enough. Also goals of these departmens are set by management (approval of budgets and current situation of company) as well as market situation.
constancy: this word is very important. A person has to meet his goals. He can reach there by any way.(So results from him always constant). Ultimate result is mportant "to a chive the goal"
"with the aim to become competitive and to stay in business, and to provide jobs.": Please Explai this.
Re: Deming\'s 1st Point.
On your second point - "improvement of product and service", this is not just marketing and customer support. Consider that while they help to provide guidelines for changes that should be made, the actual improvement of the product is completed (in the case of Software) by Development and QA. In the case of other products, it might be a manufacturing team.
If we consider the entire statement, rather than the pieces, I think what he is stating is that as a company, it is critical to create a purpose, or business model, if you prefer, that is always moving toward the same goal - improvement of the product and service. Ultimately, the aim of improvement of the product and service is to be competitive, stay in business and provide jobs.
So with the end part of the statement, he's saying that if the goals and improvement aren't driven to providing a competitive product that will ensure a company is able to stay afloat, then the goals of the improvement should be re-evaluated. This can be changes to the product to gain new customers, improvements to the existing product and service to retain customers, or creation of a new product that improves the overall company offerings to gain and retain customers.
I'm sure there are other opinions though!
Destiny is not a matter of chance, it is a matter of choice; it is not a thing to be waited for, it is a thing to be achieved..."
Re: Deming\'s 1st Point.
The whole point of Point 1, in broad strokes, is that in pretty much any economic era the key is competitiveness. (Which is why you always see me talk about competitiveness here.) The markets are global and if you intend to stay in business, you need to be competitive in that venue. To be competitive, the best way is to improve the products or services you offer. But not only improve them at one time, you need to be constantly improved in order to offer the best of a kind in products or services. To be "constantly improved" means having a system of information quality such that there is a constancy of purpose.
"Constancy of purpose", in this case, means dedication to quality as a way of donig business. The whole purpose of this constantcy is to become competitive. It is a measure of business effectiveness and competitiveness. All 14 Points are about business transformation. "Constancy of purpose" requires that management be committed to long-term thinking (strategies) instead of just changing tactics. Management must believe that the company will be in business for a long time and then base their strategy on the long term. Most management do not plan for this long-term. They do believe the business will be around, but they fail to plan like it.
One aspect of constancy is innovation (different from invention). The idea here is to incorporate strategic business objectives while, at the same time, improving the stakeholder satisfaction. The whole point of Deming's Point 1 was to make people realize, via constancy of purpose, that the ramification is that information producers (at any level of the organization) may have to capture attributes and characteristics about business events that are not needed by your downstream knowledge workers.
The idea is balancing the needs of right now and balancing the needs of tomorrow - which will require change of some sort. The idea is to balance a focus on today's problems with tomorrow's solutions. This is why Deming always said that "the obligation to the knowledge worker never ceases."
A critical aspect of all of this is realizing that the obligation to the end-customer (including users) never really ends. In Deming's world, the only success measure is how well the information quality practices satisfy the end-customer and meet their needs and expectations. This does not mean how well they satisfy the immediate beneficiaries of that information. It does mean how well the product of this data satisfies all downstream knowledge workers' needs to satisfy the end customer.
So you have to look at this in the context of information quality, which is why Deming called this "Information Quality Improvement" and not just "Quality Improvement". In the IT world Deming's Point 1 is often given as a question that an organization should answer:
"Does the organization vision and mission include the concepts of information as a strategic business resource that adds value to its products and services for customer satisfaction?"
Practically, there are ten points that Deming offered for how to create "Constancy of Purpose". I will not list all of these here but a lot of the focus on them is about setting a type of "Mission Statement", publishing the statement and continually referring to it, and then questioning all activities in reference to it.
Also, in terms of innovation, Deming was quite clear that quality information equates to quality innovation. And information quality improvement (the second focus of Point 1) only occurs when senior people and management recognize two key facts: (1) the amount of time and money spent fixing problems-of-today as a result of nonquality information is unacceptable to most organizations, and (2) this wasted time results from creating short-term nonintegrated applications, products, or services and not spending enough time to build a stable and flexible information infrastructure that solves problems-of-tomorrow.