A similar method developed by Eli Goldratt which employs the use of feedback is termed the Theory of Constraints, in which obstacles to quality or productivity are individually identified and systematically eliminated. Deming cautions that simply measuring productivity does not in and of itself lead to improvements in productivity, but rather provides the mechanisms by which the sources of constraints may be identified, quantified, and ultimately minimized or eliminated. One of the most provocative of Deming's fourteen points is the elimination of quality inspection, i.e., building quality into the product rather than inspecting quality into it. This can be accomplished by cross-training workers and inspectors to build and assemble products with the skills necessary to know the inspection criteria and build the item correctly to the quality specification the first time. Relegating an inspection process to a second individual provides an opportunity to lose integrity of the overall quality as each employee relies on the other to do his or her job.
Divided responsibility means that no one is responsible.
Deming also employs the use of such tools as linear programming and constraint analysis in calculating the least-cost methods for achieving maximum quality in a manufacturing process flow. This book, over 500 pages in length, is an exhaustive treatise and dissertation on the subject of achieving total quality. It reflects the years of experience and teachings provided by Deming since his first efforts in the post-WWII era. Although the subject matter is covered quite comprehensively, the tone and style of Deming's writing is often elementary and layman-like. Many of his case examples are concluded with generalizations rather than with detailed analyses that would guide the reader directly to the logical conclusions.