Dr. Deming: The American Who Taught the Japanese About QualityTouchstone, 1991 M09 15 - 304 páginas 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 |
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... asked . I had been thinking about similar issues regarding work and management . When is a firm getting the best from its people ? I felt brave that day , so I volunteered an answer : " I think people have to be happy for there to be ...
... asked . I had been thinking about similar issues regarding work and management . When is a firm getting the best from its people ? I felt brave that day , so I volunteered an answer : " I think people have to be happy for there to be ...
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... asked to list managerial impediments to doing their best . One item that consis- tently ranks near the top is being asked to accomplish something without sufficient resources . But determined people can be very persistent and may move ...
... asked to list managerial impediments to doing their best . One item that consis- tently ranks near the top is being asked to accomplish something without sufficient resources . But determined people can be very persistent and may move ...
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... asked his people to pursue it . What he was asking was next to impossible . But it was very difficult to tell the chief executive his actions were wrong . The financial analysts loved him ; earnings were high . How can you tell someone ...
... asked his people to pursue it . What he was asking was next to impossible . But it was very difficult to tell the chief executive his actions were wrong . The financial analysts loved him ; earnings were high . How can you tell someone ...
Contenido
Management and Quality | 3 |
Quality Must Come First | 19 |
What Is Quality? | 35 |
Derechos de autor | |
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Otras ediciones - Ver todas
Dr. Deming: The American Who Taught the Japanese About Quality Rafael Aguayo Vista previa limitada - 1991 |
Dr. Deming: The American who Taught the Japanese about Quality Rafael Aguayo Vista de fragmentos - 1990 |
Dr. Deming: The American who Taught the Japanese about Quality Rafael Aguayo Vista de fragmentos - 1990 |
Términos y frases comunes
adjustments Alfie Kohn American management annual review average bank called CHAPTER company's compete competition competitors consumer control chart control limits cooperation corporate customers defects Deming Prize Deming view Deming's developed economic Edwards Deming efforts eliminate employees engineers example experience fear firm Ford fourteen points funnel goal Herb Cohen higher ideas improve quality increase individual industry inspection inspectors intrinsic motivation Japan Japanese lead leader loans look lower costs management by objectives management's manufacturing market share mean ment merit pay methods million money supply operation percent performance plant problems Procter & Gamble profit quality control quota QWERTY rates red beads responsible reward system seminar Shewhart someone special cause standard statistical control suppliers tampering things tion top management understand variation William Edwards Deming workers worse wrong