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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Página 173
... force to produce for today's market , however , so perhaps 30 percent of its work force has nothing to do . Should they be given busy work ? No. In the Deming view , there is never enough time , one never knows enough , and skills can ...
... force to produce for today's market , however , so perhaps 30 percent of its work force has nothing to do . Should they be given busy work ? No. In the Deming view , there is never enough time , one never knows enough , and skills can ...
Página 255
... force . Economists claim that there are market forces pulling prices and other economic variables back toward some central point , an " intrinsic value " or " natural level . " The argument usually runs something like this : As the ...
... force . Economists claim that there are market forces pulling prices and other economic variables back toward some central point , an " intrinsic value " or " natural level . " The argument usually runs something like this : As the ...
Página 257
... force in a direction opposite to the movement of the springs . In the economic analogy it would be okay to dampen the market by trying to pull it back up if it were falling below 95 , for instance , but as soon as it turned at 92 and ...
... force in a direction opposite to the movement of the springs . In the economic analogy it would be okay to dampen the market by trying to pull it back up if it were falling below 95 , for instance , but as soon as it turned at 92 and ...
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