Page 6—Poultry Notes Supplement to Lancaster Farming, Saturday, Sept. 23,1995
Special Report
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DEMING’S 14 POINTS
FOR MANAGEMENT
William R. Roush
Associate Professor
Poultry Science
Penn State
During the decade following
World War 11, the United States
was the Reader in the industrial
world. The demand for products
outpaced the ability for the U.S.
industry to produce. Corporate
profits soared. American families
watched Westinghouse TVs, lis
tened to radios made by RCA, told
time with GE clocks, took pictures
with Kodak cameras, and drove
the latest cars from Detroit.
Something has changed, our
homes now have electronic goods
made by Sony, Panasonic, and
Nikon. We drive German and
Japanese imports. Our athletes
compete using imported sports
equipment
What happened?
What does this mean to agricul
ture and, in particular, to the poul
try industry?
Perhaps it would be instructive
to see what made foreign imports
so successful.
In 1949, Dr. W. Edward
Doming, an American statistician,
was asked by the Japanese to come
to Japan to work with industry and
to help them rebuild their nation.
Doming began by teaching them
his 14-step strategy for excellence
in management and business suc
cess. He trained them in statistical
methods. It is reported that he told
the Japanese that if they followed
his 14-step process they would, in
five years, begin to take their place
in the world market.
Only Deming believed this.
Today the results bear witness to
his vision.
Denting has pointed out that the
most severe threat to the American
companies is not foreign competi
tion. Business threats are self
inflicted. created by: (1) ineffec
tive management strategies that
have handicapped the ability to
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maintain a competitive advantage,
(2) the misperception that quality
implies - meeting specifications,
and (3) failure to use powerful sta
tistical tools to improve the quality
of goods and services.
The following are the 14 points
that Deming taught the Japanese:
1. CREATE A CONSTANCY
OF PURPOSE TOWARD
IMPROVEMENT OF PRODUCT
AND SERVICE. Develop and
implement a plan to be competitive
and stay in business. Focus on
long-term results. Invest resources
in maintenance and new aids to
production. Invest in research,
development, and education.
2. ADOPT A NEW PHILOSO
PHY. Deming said. “America
thought it was doing a great job. It
was. You are bound to he success
ful if you have a monopoly.” One
of my colleagues has pointed out:
“Managers often know they have
problems; however, they think
they can afford them.” This can be
a dangerous philosophy.
3. CEASE DEPENDENCE ON
INSPECTION TO ACHIEVE
QUALITY. Production personnel
must learn statistical quality con
trol. Deming pointed out “You
want to know that the parts are
right before they get to
inspection.”
4. END THE PRACTICE OF
AWARDING BUSINESS ON
THE BASIS OF PRICE TAG.
Instead, minimize total cost. Qual
ity cannot be left to the force of
competitive bidding. A better
approach is to establish long-term
partnerships of loyalty, trust, and
respect with suppliers. Deming
said: “End the practice of giving
contracts to the lowest bidder.
What are you paying for? Any
body can decrease the
price . . . just chisel on the
quality.”
5. IMPROVE, CONSTANTLY
AND FOREVER. EVERY PRO
CESS FOR PLANNING. PRO
DUCTION, AND SERVICE.
Improvement is not a one-time
exercise. Management should con
tinually seek ways to reduce waste
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Dr. William B. Roush
and improve quality. Statistical
thinking is critical to the process of
improvement
. 6. INSTITUTE TRAINING ON
THE JOB. On-the-job training
should be focused on minimization
of variation in methods. Denting
said: “Institute methods of train
ing. People are not alike. They
learn in different ways by lis
tening. writing, picturing,
showing.”
7. ADOPT AND INSTITUTE
LEADERSHIP. The rale of the
manager is to lead, to be a coach,
and to develop people and to help
them to do better. Peter Drucker, a
management consultant, has said;
“You manage things and you lead
people.”
8. DRIVE OUT FEAR SO
THAT EVERYONE MAY
WORK EFFECTIVELY FOR
THE COMPANY. Management
must create an atmosphere where
people feel secure and where trust
and truth prevail.
9. BREAK DOWN BARRIERS
BETWEEN DEPARTMENTS.
Learn to work cross-functionally
as a team. Shift from a “I win, you
lose" to a “win win” philosophy.
10. ELIMINATE SLOGANS.
EXHORTATIONS. AND
TARGETS FOR THE WORK
FORCE. How can a job be done
“right the first time” if the mater
ials or products are defective or the
processing machine is not in good
order?
11. ELIMINATE WORK
STANDARDS (QUOTAS) ON
THE FACTORY (PROCESS
ING) FLOOR AND NUMERI
CAL GOALS FOR MANAGE
MENT. Quotas do not help work
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confusing signal relative to quality
philosophies.
12. REMOVE BARRIERS
THAT ROB PEOPLE OF PRIDE
OF WORKMANSHIP. It is the
responsibility of management to
provide the environment that
enables the worker to contribute
their ideas, to be involved in the
decisions that affect the systems,
to provide the tools, training, and
information required to properly
do their jobs. Two-way communi
cation between management and
the woricer is critical.
13. INSTITUTE A VIGOR
OUS PROGRAM OF EDUCA
TION AND SELF
IMPROVEMENT FOR EVERY
ONE. Deming pointed out:
“Management must make it clear
that people are their most impor
tant asset. Industry needs
teamwork.”
14. PUT EVERYONE IN THE
COMPANY TO WORK TO.
ACCOMPLISH
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\ Lancaster Farming I —; i —l «
TWms!m iKlmm
THE ROAD TO
POULTRY MEAT
TENDERNESS
Dr. Vasilatos-Younken
Associate Professor
Poultry Science
Penn State
By the time poultry meat
becomes a product wrapped in
packaging and displayed in a
supermarket retail case, it has gone
through quite a journey that begins
on the farm and continues through
live haul, holding, slaughter,
primary- and, most often,' further
processing.
Along the way, how the live bird
or carcass is handled can have pro
found effects on the quality of the
final product, particularly with
regard to tenderness and, there
fore, consumer acceptance.
At the end of growout, feed is
typically withdrawn from broiler
flocks for a period of time prior to
livehaul, in order to minimize feed
wastage and empty the gastrointes
tinal tract of contents that can
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TRANSFORMATION.
Deming’s record has shown that
his approach works. Already some
companies associated with the
poultry industry have taken steps
to learn about Deming’s approach
to management and statistical pro
cess control.
If you would like to learn more
about Deming and his methods,
the following publications are
recommended:
• Benoff, F., 1991. The 14
Points of Management. Broiler
Industry Supplement Watt Pub
lishing Company, Cullman, AL.
• Deming, W. Edwards. 1993.
Out of the Crisis. Massachusetts
Institute of Technology, Cam
bridge, MA.
• Kiemele, Mark J. and S. R.
Schmidt 1993. Basic Statistics:
Tools for Continuous Improve
ment Air Academy Press, Color
ado Springs. CO.
• Walton, Mary, 1986. The
Deming Management Method.
Putnam Publishing Company,
New York, N.Y.
Dr. Regina
Vasilatos-Younken
result in fecal contamination dur
ing processing. If the period from
initial feed withdrawal to point of
slaughter is too long, however, the
yield of salable product is reduced,
and product quality declines. This
period is therefore a critical
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