Analysis Of Edward Deming's 14 Point Of Management

802 Words 4 Pages
Edward Deming, an American statistician, theorized that an organization’s overall cost will rise as their attention to quality declines (Evans, 2014). Deming, and colleagues, agreed that quality management started with an understanding of stakeholders’ wants and needs, transitioned to continuous attention to quality improvements, and at the end, ultimately rested on the shoulders of management to implement. Unlike some colleagues at the time, Deming’s methodology challenged management to apply organizational change not through a cookie-cutter approach, but after self-reflection and personalized analysis. Additionally, Deming’s teachings implied that learning through example was counter intuitive to an organization and there should be an understanding of the cause in order to work towards a cultural change which confronts variances affecting consistency, and thereby quality. One such organization is Starbucks.
This report will introduce the reader to Edward Deming’s 14 Point of Management and analyze how Starbucks has integrated Deming’s theories into their organization’s fiber in order
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Additionally, the leaders of Starbucks have developed six guiding principles which drive and measure decision-making. These guidelines use words such as “respect”, “dignity”, ”diversity”, “highest standards”, “excellence”, “enthusiastic”, “contribute”, and “develop” and encompass what White Hutchinson Leisure and Learning Group(Leisure eNewsletter. 2011) has identified as Starbucks’ five core principles of success. From the Starbucks Company Timeline (n.d.), the reader can see aspects of the fifth point in Deming’s 14 point theory; Improve Constantly and Forever. Each of these milestones have either been driven by the founders’ drive for quality, or from a leader’s ambition to be an innovator and an industry’s leader and competitive

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