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 |
Dentro del libro
Resultados 1-3 de 34
Página 54
... average worker . Ken volunteers to be the average worker . " Good . Now Ken is our average worker , and he'll go first . Everyone else is above average . ' Ken begins his first day's production under the watchful eye of our foreman . He ...
... average worker . Ken volunteers to be the average worker . " Good . Now Ken is our average worker , and he'll go first . Everyone else is above average . ' Ken begins his first day's production under the watchful eye of our foreman . He ...
Página 81
... average or those in the bottom 10 percent have done something wrong . A merit system , for instance , may reprimand ... average do better so they can also be above average . Some corporations only hired the top 10 percent of the ...
... average or those in the bottom 10 percent have done something wrong . A merit system , for instance , may reprimand ... average do better so they can also be above average . Some corporations only hired the top 10 percent of the ...
Página 96
... average from the below average or recite pithy statements , but actively work to determine the real causes of problems and then work to eliminate the real causes . A leader forgives mistakes . A leader fosters cooperation by eliminating ...
... average from the below average or recite pithy statements , but actively work to determine the real causes of problems and then work to eliminate the real causes . A leader forgives mistakes . A leader fosters cooperation by eliminating ...
Contenido
Management and Quality | 3 |
Quality Must Come First | 19 |
What Is Quality? | 35 |
Derechos de autor | |
Otras 24 secciones no mostradas
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