You are working as a Manager at Nishat, Select any 7 out of Deming's 14 points and describe how you would achieve or implement it to improve the quality?

• Break down barriers between departments. People in research, design, sales, and production must work as a team to foresee problems of production and use that may be encountered with the product or service.

Teamwork is needed throughout the company. Everyone in design, sales, manufacturing ... can be doing superb work, and yet the company can be failing. Build a vision. Focus on collaboration and consensus instead of compromise.

• Eliminate work standards (quotas) on the factory floor. Substitute leadership.

Never-ending improvement is incompatible with a quota. Work standards, incentive pay, rates, and piecework are manifestations of management's lack of understanding, which leads to inappropriate supervision. Pride of workmanship needs to be encouraged, while the quota system needs to be eliminated.

• Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job.

Supervision by management is in need of overhaul, as well as supervision of production workers." Management should lead, not supervise. Leaders must know the work that they supervise. They must be empowered and directed to communicate and to act on conditions that need correction. They must learn to fix the process, not react to every fault as if it were a special cause, which can lead to a higher defect rate.

• 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.

Inspection is too late, ineffective, and costly. It is too late to react to the quality of a product when the product leaves the door. Quality comes not from inspection but from improving the production process. Corrective actions are not inspection, scrap, downgrading, and rework the process.

• 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.

For the company that wants to stay in business, the two general types of problems that exist are the problems of today and the problems of tomorrow. It is easy to become wrapped up with the problems of today, but the problems of the future demand, first and foremost, constancy of purpose and dedication to keep the company alive. Decisions need to be made to cultivate innovation, fund research and education, and improve the product design and service, remembering that the customer is the most important part of the production line.

• Institute a vigorous program of education and self-improvement.

An organization needs good people who are improving with education. Management should be encouraging everyone to get additional education and to engage in self-improvement.

• Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

Management needs to take action to accomplish the transformation. To do this, first consider that every job and activity is part of a process. A flow diagram breaks a process into stages. Questions then need to be asked about what changes could be made at each stage to improve the effectiveness of other upstream or downstream stages. Everyone can be a part of the team effort to improve the input and output of the stages. Everyone on a team has a chance to contribute ideas and plans. A team has an aim and goal toward meeting the needs of the customer.