xxii ◾ Introduction
Deming directed his 14 Points speciﬁcally to the highest levels of man-
agement, who are expected to handle the parts they are responsible for,
like product design and marketing, while pushing the manufacturing parts
down to their plant managers. For the most part, corporate America has
not embraced Deming’s principles, so the question is can they be applied
at the plant level without direction from senior management? My answer
is a deﬁnite Yes! and this book is an attempt to show the reader how. The
one qualiﬁer is that at the plant level there is usually little or no input to the
design of the ﬁnished product, so the work is focused on reduction of vari-
ability and elimination of waste and delay in the manufacturing process.
Since I cannot improve on Dr. Deming’s principles, and have veriﬁed
them through personal experience as being “truth,” the 14 Points are the
foundation for my “Model Vision” of what a well-run manufacturing plant
looks like. The book provides all the steps in the order needed to achieve
that vision and overcome the barriers encountered in the typical manu-
facturing plant. Once these barriers are removed, the people who work in
the plant are freed to achieve the highest levels of quality and productivity
capable in the system.
Removing barriers is just the beginning. It does not stop there. System
improvement must continue even after every known barrier is removed to
drive variability lower and lower. The organizational structure and methods
presented here are designed speciﬁcally to do that.
Each chapter contains essential elements of efﬁcient manufacturing in suf-
ﬁcient detail for the reader to gain understanding of the concepts. However,
volumes have been written on many of them, and this book is a road map,
not a detailed treatise, so you may wish to dig deeper into some of the top-
ics. Concepts aside, nothing can be accomplished without speciﬁc actions of
the people in the various manufacturing functions. Where this book differs
from other works is that it outlines speciﬁc activities management must be
engaged in to eliminate the barriers to producing products that are consis-
tently defect free. While much of this is dependent on processes and equip-
ment, organizational relationships at all levels also play a major role and are
discussed in detail.
The methods presented here are proven to be effective. To provide authen-
ticity, speciﬁc real-life examples are sprinkled throughout, and the book
closes with a case study to show how the process can work if given a chance.
This book was written speciﬁcally for manufacturing plant managers
and their staff—it is hoped people who love their products and the people
who produce them. Instead of being on a “random walk,” it provides each