Description
Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever. Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations: Standard Company * Quality is expensive * Defects are caused by workers * Buy at lowest cost * Fear and reward are proper ways to motivate * Play one supplier off against another Deming Company * Quality leads to lower costs * Most defects are caused by the system * Buy from vendors committed to quality * Fear leads to disaster * Work with suppliers Contents Foreword Introduction Acknowledgments 1 Management and Quality 2 Quality Must Come First 3 What Is Quality? 4 Variation in Management 5 Stable Systems 6 Cooperation: Suppliers and Divisions 7 Cooperation Between Management and Workers 8 Cooperation Among Competitors 9 The Need for Transformation 10 Focus and Philosophy 11 Inspection 12 Attitudes Toward Suppliers 13 Rebirth and Renewal 14 The Importance of Training 15 Leadership 16 Driving Out Fear 17 Enhancing Pride and Joy in Work 18 Improvement and the Minds of Workers 19 Basic Transformation 20 Competition 21 Where Are We? Appendix A. The Deming Prize Appendix B. William Edward Deming: A Brief Biography Appendix C. Some National Implications of the Deming View Appendix D. Further Reading Notes Index
