Deming management method

by Walton, Mary

• ISBN13: 9780399550003
• ISBN10: 0399550003
• Format: Paperback
• Copyright: 1988-11-01
• Publisher: Perigee Trade

Summary

Whether you're the owner of our own small business, a middle manager in a mid-sized company, or the CEO of a multinational, this book can show you how to improve your profits and productivity. How? By following the principles of The Deming Management Method. Middle- and top-echelon managers in particular will find Dr. Deming's method provocative and controversial. He is for a total revamping of the way American managers manage. Some of his pet peeves are: managers who manage by slogans or by setting quotas, managers who don't know what their jobs are and who can't define the responsibilities of the workers under them, managers who tend to blame workers, not realizing that workers want to take pride in their work. Change, Dr. Deming beliees, starts at the top with an informed, quality-conscious management. This book includes excellent advice on how to achieve that level of management expertise in the author's analysis of Dr. Deming's famous 14 Points for Managers and his Deadly diseases of management. Dr. Deming's management techniques are all carefully explained in this detailed, step-by-step treatment of their major points and of their practical applications to everyday business life. A large portion of The Deming Management Method is devoted to practical applications of the method by some of American's most innovative firms, including Honeywell, AT&T and Campbell's Soup.

Table of Contents

Foreword	xi
W. Edwards Deming
Preface	xiii
Acknowledgments	xvii
PART ONE W. EDWARDS DEMING---THE MAN AND HIS MISSION	3	(243)
W. Edwards Deming: A Biographical Note
The Deming ``Four-Day'': A Seminar Begins	22	(11)
An Introduction to the Fourteen Points, the Seven Deadly Diseases, and Some Obstacles	33	(7)
The Parable of the Red Beads	40	(15)
PART TWO THE DEMING MANAGEMENT METHOD
Point One: Create Constancy of Purpose for the Improvement of Product and Service	55	(3)
Point Two: Adopt the New Philosophy	58	(2)
Point Three: Cease Dependence on Mass Inspection	60	(2)
Point Four: End the Practice of Awarding Business on Price Tag Alone	62	(4)
Point Five: Improve Constantly and Forever the System of Production and Service	66	(2)
Point Six: Institute Training and Retraining	68	(2)
Point Seven: Institute Leadership	70	(2)
Point Eight: Drive Out Fear	72	(2)
Point Nine: Break Down Barriers Between Staff Areas	74	(2)
Point Ten: Eliminate Slogans, Exhortations, and Targets for the Workforce	76	(2)
Point Eleven: Eliminate Numerical Quotas	78	(3)
Point Twelve: Remove Barriers to Pride of Workmanship	81	(3)
Point Thirteen: Institute a Vigorous Program of Education and Retraining	84	(2)
Point Fourteen: Take Action to Accomplish the Transformation	86	(3)
The Seven Deadly Diseases and Some Obstacles	89	(7)
Doing It with Data	96	(25)
PART THREE MAKING DEMING WORK
The Deming Prize	121	(10)
Shifting Gears: Ford Motor Company, Dearborn, Michigan	131	(27)
Spreading the Deming Word: Growth Opportunity Alliance of Greater Lawrence, Lawrence, Massachusetts	158	(5)
Deming to the Rescue: Malden Mills, Lawrence, Massachusetts	163	(8)
Adopting the New Philosophy: Honeywell Information Systems, Lawrence Manufacturing Operation, Lawrence, Massachusetts	171	(10)
Toward a Critical Mass: American Telephone & Telegraph, Merrimack Valley Works, North Andover, Massachusetts	181	(18)
The Philadelphia Model: Philadelphia Area Council for Excellence, Philadelphia, Pennsylvania	199	(10)
The Evolution of a ``Demingized'' Company: Janbridge, Inc., Philadelphia, Pennsylvania	209	(14)
The Transformation of an American Manager: Microcircuit Engineering Corporation, Mt. Holly, New Jersey	223	(15)
Lew Springer---The Role of a Zealot: Campbell Soup Company, Camden, New Jersey	238	(8)
Epilogue	246	(5)
Chapter Notes	251	(6)
Index	257