Quality is the key to business success, and many organizations pay attention to it in everything they do. Before globalization created competitive pressures, many companies only focused on achieving quality in the production process. The 14 points of management, a philosophy that W. Edwards Deming pioneered, transformed how companies think about quality. ref. link
质量是企业成功的关键，许多组织在他们所做的每一件事中都关注它。 在全球化造成竞争压力之前，许多公司只专注于在生产过程中实现质量。 W. Edwards Deming 开创的 14 点管理理念改变了公司对质量的看法。
In this article, we discuss Deming and describe his 14 points of management.
在这篇文章中，我们来讨论戴明，并描述他的14个管理要点。
W. Edwards Deming was an American statistician, electrical engineer and business professor who went to Japan after World War II to help with the country's census. He played a significant role in Japan's economic recovery and earned a reputation for increasing productivity and reducing expenses in manufacturing companies throughout Japan. His experiences led to him designing the "System of Profound Knowledge" and creating a list of 14 key principles for management.
W·爱德华兹·戴明（W. Edwards Deming）是美国统计学家，电气工程师， 二战后前往日本帮助进行人口普查的商学教授。 他在日本的经济复苏中发挥了重要作用，并因提高日本各地制造公司的生产力和减少开支而赢得了声誉。 他的经历使他设计了“深厚知识体系”，并创建了14项管理关键原则的清单。
Deming's points of management are 14 points that management can follow to transform an organization from its current style of management to one of optimization and efficiency. All the principles are transformative, emphasizing leadership and prioritizing quality over cost reduction. Deming's points, and the philosophies they promote, apply equally to any size or type of business. Following the points' principles requires a holistic management approach centered on systems and people.
戴明的管理要点是管理层可以遵循的 14 点， 以将组织从当前的管理风格转变为优化和效率的管理风格。 所有原则都是变革性的，强调领导力，将质量置于降低成本之上。 戴明的观点，以及他们所提倡的哲学，同样适用于任何规模或类型的企业。 遵循要点原则需要以系统和人员为中心的整体管理方法。
Deming's 14 points of management are all interconnected and work best when used together to create a management system focused on quality. Here are Deming's 14 points of management:
戴明的 14 个管理点都是相互关联的， 当一起使用以创建专注于质量的管理系统时，效果最佳。 以下是戴明的 14 点管理要点：
Constancy of purpose is about long-term systems thinking and continuously focusing on improving products and services. Rather than focusing on short-term solutions to current problems, organizations take a long-term approach, think strategically and allocate resources to research and education. Constantly cultivating innovation and placing customers first helps build trusting relationships and ensures an organization remains competitive and successful.
目标的恒定性是关于长期的系统思考， 并不断专注于改进产品和服务。 组织不是专注于解决当前问题的短期解决方案， 而是采取长期方法，进行战略性思考，并将资源分配给研究和教育。 不断培养创新并将客户放在首位有助于建立信任关系， 并确保组织保持竞争力和成功。
Organizations can adopt a new way of thinking that prioritizes quality and service above all else. All employees in the organization can adopt the new philosophy and work together to reduce delays, low productivity and substandard products. Leadership is required to ensure all employees understand their role in surpassing customers' expectations.
组织可以采用一种新的思维方式，将质量和服务放在首位。 组织中的所有员工都可以采用新的理念， 共同努力减少延误、低生产力和不合格产品。 领导层需要确保所有员工都了解他们在超越客户期望方面的作用。
Inspections that identify problems in a finished product or service are too late, as the quality is already in the product. Organizations can aim to implement systems that build quality into products and services throughout the production process. Improving the components and processes ensures the quality of the product at every stage, making inspections unnecessary.
发现成品或服务中的问题的检查为时已晚， 因为质量已经在产品中。 组织可以致力于实施在整个生产过程中将质量融入产品和服务的系统。 改进组件和工艺可确保每个阶段的产品质量，无需检查。
Organizations can see suppliers as partners and build relationships with reliable suppliers to ensure consistency and innovation. They can foster long-term relationships with suppliers who can meet the organization's quality standards and not allocate business based on price alone. Treat suppliers as part of the organization's system and assist and encourage them to improve their processes and quality.
组织可以将供应商视为合作伙伴， 并与可靠的供应商建立关系，以确保一致性和创新性。 他们可以与能够满足组织质量标准的供应商建立长期关系， 而不是仅根据价格分配业务。 将供应商视为组织系统的一部分， 并协助和鼓励他们改进流程和质量。
It's essential for organizations to constantly evaluate and improve systems and processes to maximize productivity, improve quality and decrease costs. Continual process improvement can take many forms, including training and education, understanding how customers interact with products and building relationships with suppliers. Constant improvement forever is a process that involves all levels in an organization.
对于组织来说，不断评估和改进系统和流程 以最大限度地提高生产力、提高质量并降低成本至关重要。 持续的流程改进可以采取多种形式， 包括培训和教育、 了解客户如何与产品互动以及与供应商建立关系。 永远的持续改进是一个涉及组织中各个层面的过程。
When organizations invest in training employees, it enables them to contribute everything they can offer. Building a foundation of common knowledge that helps employees understand the importance of consistency, the organization as a system and their role in it may help them improve their efficiency. Providing an environment and culture that promotes effective teamwork and allows employees to learn from each other is crucial.
当组织投资于培训员工时，它使他们能够贡献他们所能提供的一切。 建立共同知识的基础，帮助员工了解一致性的重要性、 组织作为一个系统以及他们在其中的角色， 可以帮助他们提高效率。 提供一种促进有效团队合作并允许员工相互学习的环境和文化至关重要。
For Deming, instituting leadership meant focusing on the importance of management that actively removes the causes of failure and helps employees do a better job. Managers understand their team members and their processes and strive to be leaders and coaches, not supervisors. Finding ways to help their team members reach their full potential can be their primary focus, not quotas and targets.
对于戴明来说，干部培训意味着关注管理的重要性， 积极消除失败的原因并帮助员工做得更好。 管理者理解他们的团队成员和他们的流程，并努力成为领导者和教练，而不是主管。 找到帮助团队成员充分发挥潜力的方法 可能是他们的主要关注点，而不是配额和目标。
Fear is unhelpful and hinders the success of an organization as decision-makers often don't get accurate data and honest figures. Whether the fear is of failure, reprisals or management, it may keep employees from acting in the organization's best interests and impact strategic decisions. Organizations can eliminate fear by encouraging open and honest communication, teamwork and mutual respect at all levels.
恐惧是无济于事的，会阻碍组织的成功， 因为决策者往往得不到准确的数据和诚实的数字。 无论恐惧是失败、报复还是管理， 它都可能使员工无法为组织的最佳利益行事，并影响战略决策。 凭借鼓励在各个层面开放和诚实的沟通、团队合作和相互尊重， 组织可以消除恐惧。
Producing high-quality products and services for external customers requires cooperation from all departments in an organization. To achieve this, organizations can focus on collaboration, building a shared vision and ensuring everyone understands how each part of the organization works. Breaking down barriers promotes the "internal customer" concept, where employees recognize that each department creates outputs that serve other departments.
为外部客户生产高质量的产品和服务 需要组织中所有部门的合作。 为了实现这一目标，组织可以专注于协作，建立共同的愿景， 并确保每个人都了解组织的每个部分是如何运作的。 打破壁垒促进了“内部客户”的概念， 即员工认识到每个部门创造的产出都服务于其他部门。
Positive slogans, exhortations and targets may attempt to motivate but often have the opposite effect and create conflict and strained relationships. Systemic issues usually cause low-quality products and low productivity and not the employees. Thus slogans and exhortations directed at employees without improving processes often result in frustration and resentment.
积极的口号、劝诫和目标可能试图激励人， 但往往会产生相反的效果，并造成冲突和紧张的关系。 系统性问题通常会导致低质量的产品和低生产率，而不是员工。 因此，针对员工的口号和劝诫，却没有改进流程， 往往会导致挫败感和怨恨。
Quotas and numerical targets emphasize quantity rather than quality leading to high outputs and lower quality products. This outcome is incompatible with striving for continuous improvement. Organizations can aim to measure the process, not individual employees. Providing leadership, resources and support may make high levels of quality and productivity achievable without quotas.
配额和数字目标强调数量而不是质量， 导致高产出和低质量产品。 这种结果与努力持续改进是不相容的。 组织可以以衡量流程为目标，而不是单个员工。 提供领导、资源和支持可以使没有配额的情况下实现高水平的质量和生产力。
Measuring employees using productivity targets or rewards often denies employees the opportunity to do their best and take pride in their work. Members of management who understand the organization as a system and give their team members the knowledge and tools to do their best may improve quality. Pride of workmanship increases employee satisfaction, and over time, a management system focused on quality may increase job satisfaction and productivity.
使用生产力目标或奖励来衡量员工 通常会剥夺员工尽力而为并为工作感到自豪的机会。 将组织理解为一个系统 并为团队成员提供知识和工具以尽其所能的管理层成员可能会提高质量。 对工艺的自豪感可以提高员工的满意度， 随着时间的推移，专注于质量的管理系统可能会提高工作满意度和生产力。
Instituting ongoing education and self-improvement programs that encourage employees to learn new skills is essential for organizations striving for continuous improvement. Making training and self-development a fundamental part of an employee's job improves morale, optimizes performance and opens up growth opportunities. Building new skills also can make team members more adaptable, allowing them to detect problems and offer ideas for improvement.
制定鼓励员工学习新技能的持续教育和自我提升计划 对于努力持续改进的组织至关重要。 将培训和自我发展作为员工工作的基本组成部分， 可以提高士气、优化绩效并创造成长机会。 培养新技能还可以使团队成员更具适应性， 使他们能够发现问题并提供改进建议。
The transformation of an organization is everyone's job, and it takes hundreds of small individual steps to achieve consistent quality. Transformation is an interconnected process that requires the active participation of everyone in the company, but it's up to management to provide the leadership to drive the process. Deming suggests using change management principles to build skills, confidence and trust so that employees can put the new ideas into practice.
组织的转型是每个人的工作， 需要数百个小步骤才能实现一致的质量。 转型是一个相互关联的过程，需要公司中每个人的积极参与， 但管理层要发挥领导作用来推动这一过程。 戴明建议使用变革管理原则来建立技能、信心和信任， 以便员工可以将新想法付诸实践。