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 20
... wrong , let's recall some basic logic . A statement such as " If A happens , B will follow " may be true . But its converse , " If B happens , A will follow , " is not necessarily true . In other words , increasing quality will lead to ...
... wrong , let's recall some basic logic . A statement such as " If A happens , B will follow " may be true . But its converse , " If B happens , A will follow , " is not necessarily true . In other words , increasing quality will lead to ...
Página 122
... wrong . Most prescriptions for improvement call for best efforts . Everyone doing his best . Making people accountable for their work , rewarding excellence , and so on . It is time to introduce Deming's theorem number 2 : " We are ...
... wrong . Most prescriptions for improvement call for best efforts . Everyone doing his best . Making people accountable for their work , rewarding excellence , and so on . It is time to introduce Deming's theorem number 2 : " We are ...
Página 130
... wrong . The financial analysts loved him ; earnings were high . How can you tell someone his actions are wrong when the financial numbers are strong and he is written up in the press as a strong leader , just what the company needed ...
... wrong . The financial analysts loved him ; earnings were high . How can you tell someone his actions are wrong when the financial numbers are strong and he is written up in the press as a strong leader , just what the company needed ...
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