Born on October 14, 1900, William Edwards Deming is as old as this century.
An edition of The Deming management method
(1986)
The Deming management method
by Mary Walton, Nick Thornely, Dan Lees, and John Cope FCA MP
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"W. Edwards Deming, the genius who revitalized Japanese industry, offers his unorthodox system to make "Made in America" a guarentee of quality- again!"--Book Jacket cover.
"In an approach that is as revolutionary as it is basic, Dr. Deming holds that the American manager and not the AMerican worker is responsible for this country's dramatically declinging levels of quality and productivity. The trouble in corporate America begins at the very top, ... with a devastating system of management more dedicated to manipulating the balance sheet than staying competitive by improving quality and productivity. Today's job-hopping executives are more comfortable with numbers than people. Few understand how their company's product is made and sold, and they have no clues about what changes must take place."--Book Jacket back cover.
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Previews available in: English
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The Deming Management Method
October 1992, Mercury Business Books
Paperback
- New Ed edition
1852521414 9781852521417
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How to Be a Winner: A Step-by-step Guide to a Satisfying and Successful Life
December 31, 1989, Management Books 2000 Ltd
Hardcover
1852510625 9781852510626
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The Deming management method
1989, Mercury Books, Management Books 2000 Ltd
in English
1852510625 9781852510626
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The Deming management method
1988, Perigee Books, Putnam Publishing Group
Paperback
in English
0399550003 9780399550003
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Book Details
Table of Contents
Foreword / W. Edwards Deming
Part one : W. Edwards Deming : the man and his mission.
W. Edwards Deming : a biographical note
The Deming "four-day" : a seminar begins
An introduction to the fourteen points, the seven deadly diseases, and some obstacles
The parable of the red beads
Part two : The Deming management method.
Point one : Create constancy of purpose for the improvement of product and service
Point two : Adopt the new philosophy
Point three : Cease dependence on mass inspection
Point four : End the practice of awarding business on price tag alone
Point five : Improve constantly and forever the system of production and service
Point six : Institute training and retraining
Point seven : Institute leadership
Point eight : Drive out fear
Point nine : Break down barriers between staff areas
Point ten : Eliminate slogans, exhortations, and targets for the workforce
Point eleven : Eliminate numerical quotas
Point twelve : Remove barriers to pride of workmanship
Point thirteen : Institute a vigorous program of education and retraining
Point fourteen : Take action to accomplish the transformation
The seven deadly diseases and some obstacles
Doing it with data
Part three : Making Deming work.
The Deming Prize
Shifting gears : Ford Motor Company, Dearborn, Michigan
Spreading the Deming word : Growth Opportunity Alliance of Greater Lawrence, Lawrence, Massachusetts
Deming to the rescue : Malden Mills, Lawrence, Massachusetts
Adopting the new philosophy : Honeywell Information Systems, Lawrence Manufacturing Operation, Lawrence, Massachusetts
Toward a critical mass : American Telephone & Telegraph, Merrimack Valley Works, North Andover, Massachusetts
The Philadelphia model : Philadelphia Area Council for Excellence, Philadelphia, Pennsylvania
The evolution of a "Demingized" company : Janbridge, Inc., Philadelphia, Pennsylvania
The transformation of an American manager : Microcircuit Engineering Corporation, Mt. Holly, New Jersey
Lew Springer : the role of a zealot : Campbell Soup Company, Camden, New Jersey
Epilogue
Chapter notes
Edition Notes
Reprint. Originally published, New York , Dodd, Mead, 1986.
"W. Edwards Deming, the genius who revitalized Japanese industry, offers his unorthodox system to make "Made in America" a guarantee of quality- again!" - Cover.
Includes index.
Bibliography, p.
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