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Dr. Deming: The American Who Taught the Japanese about Quality

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Dr. Deming: The American Who Taught the Japanese about Quality Cover

 

Synopses & Reviews

Publisher Comments:

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. andlt;BRandgt; Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations: andlt;BRandgt; andlt;Bandgt;andlt;Iandgt;Standard Companyandlt;/Iandgt;andlt;/Bandgt; andlt;BRandgt; * Quality is expensiveandlt;BRandgt; * Defects are caused by workersandlt;BRandgt; * Buy at lowest costandlt;BRandgt; * Fear and reward are proper ways to motivateandlt;BRandgt; * Play one supplier off against another andlt;BRandgt; andlt;Bandgt;andlt;Iandgt;Deming Companyandlt;/Iandgt;andlt;/Bandgt; andlt;BRandgt; * Quality leads to lower costsandlt;BRandgt; * Most defects are caused by the systemandlt;BRandgt; * Buy from vendors committed to qualityandlt;BRandgt; * Fear leads to disasterandlt;BRandgt; * Work with suppliers

Synopsis:

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

x Quality is expensive
x Defects are caused by workers
x Buy at lowest cost
x Fear and reward are proper ways to motivate
x Play one supplier off against another

Deming Company

x Quality leads to lower costs
x Most defects are caused by the system
x Buy from vendors committed to quality
x Fear leads to disaster
x Work with suppliers

About the Author

andlt;Bandgt;Rafael Aguayoandlt;/Bandgt; studied with W. Edwards Deming for seven years, has worked in the financial sector for fifteen years, and is a consultant in quality and management. He lives in Brooklyn, New York.

Table of Contents

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

Product Details

ISBN:
9780671746216
Designed:
Deming, W. Edwards
Author:
Deming, W. Edwards
Designed by:
Deming, W. Edwards
Designed:
Deming, W. Edwards
Author:
Aguayo, Rafael
Author:
Aguayo
Author:
Deming, W. Edwards
Publisher:
Touchstone Books
Location:
New York :
Subject:
Business
Subject:
United states
Subject:
Industries
Subject:
Quality Control
Subject:
Total Quality Management
Subject:
Entrepreneurship
Subject:
Businessmen
Subject:
Quality control -- United States.
Subject:
General Business & Economics
Subject:
Deming, W. Edwards
Subject:
Business-Quality and Total Quality Management TQM
Edition Number:
1st Fireside ed.
Edition Description:
B102
Series Volume:
4108
Publication Date:
19910931
Binding:
TRADE PAPER
Grade Level:
General/trade
Language:
English
Illustrations:
5 charts, 2 tables
Pages:
304
Dimensions:
8.44 x 5.5 in 14.875 oz

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Related Subjects

Business » General
Business » History and Biographies
Business » Human Resource Management
Business » International
Business » Management
Business » Quality and Total Quality Management TQM
Business » Small Businesses » General
Business » Start Up Business
Business » Writing
Health and Self-Help » Health and Medicine » General
Health and Self-Help » Health and Medicine » General Medicine

Dr. Deming: The American Who Taught the Japanese about Quality New Trade Paper
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Product details 304 pages Fireside Books - English 9780671746216 Reviews:
"Synopsis" by ,

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

x Quality is expensive
x Defects are caused by workers
x Buy at lowest cost
x Fear and reward are proper ways to motivate
x Play one supplier off against another

Deming Company

x Quality leads to lower costs
x Most defects are caused by the system
x Buy from vendors committed to quality
x Fear leads to disaster
x Work with suppliers

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