Deming management method

Paperback $18.00

Nov 01, 1988 | 288 Pages

Ebook $13.99

Nov 01, 1988 | 288 Pages

  • Paperback $18.00

    Nov 01, 1988 | 288 Pages

  • Ebook $13.99

    Nov 01, 1988 | 288 Pages

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“I’m proud to say I’m a Deming disciple, and we at Ford are committed to his operating principles, particularlly the ethic of continuous improvement and and the involvement of all employees.”
— Donald E. Petersen, Chairman of the Board (retired), Ford Motor Company

“W. Edwards Deming is to management what Benjamin Franklin was to the Republican conscience — a guide, a prophet, an instigator. Here in one book is an incisive summary of his wisdom.”
— Robert Reich, former Secretary of Labor

Table Of Contents

Foreword by W. Edwards Deming

Part One: W. Edwards Deming – The Man and His Mission
Chapter 1: W. Edwards Deming: A Biographical Note
Chapter 2: The Deming “Four-Day”: A Seminar Begins
Chapter 3: An Introduction to the Fourteen Points, the Seven Deadly Diseases, and Some Obstacles
Chapter 4: The Parable of the Red Beads

Part Two: The Deming Management Method
Chapter 5: Point One: Create Constancy of Purpose for the Improvement of Product and Service
Chapter 6: Point Two: Adopt the New Philosophy
Chapter 7: Point Three: Cease Dependence on Mass Inspection
Chapter 8: Point Four: End the Practice of Awarding Business on Price Tag Alone
Chapter 9: Point Five: Improve Constantly and Forever the System of Production and Service
Chapter 10: Point Six: Institute Training and Retraining
Chapter 11: Point Seven: Institute Leadership
Chapter 12: Point Eight: Drive Out Fear
Chapter 13: Point Nine: Break Down Barriers Between Staff Areas
Chapter 14: Point Ten: Eliminate Slogans, Exhortations, and Targets for the Workforce
Chapter 15: Point Eleven: Eliminate Numerical Quotas
Chapter 16: Point Twelve: Remove Barriers to Pride of Workmanship
Chapter 17: Point Thirteen: Institute a Vigorous Program of Education and Retraining
Chapter 18: Point Fourteen: Take Action to Accomplish the Transformation
Chapter 19: The Seven Deadly Diseases and Some Obstacles
Chapter 20: Doing It with Data

Part Three: Making Deming Work
Chapter 21: The Deming Prize
Chapter 22: Shifting Gears: Ford Motor Company, Dearborn, Michigan
Chapter 23: Spreading the Deming Word: Growth Opportunity Alliance of Greater Lawrence, Lawrence, Massachusetts
Chapter 24: Deming to the Rescue: Malden Mills, Lawrence, Massachusetts
Chapter 25: Adopting the New Philosophy: Honeywell Information Systems, Lawrence Manufacturing Operation, Lawrence, Massachusetts
Chapter 26: Toward a Critical Mass: American Telephone and Telegraph, Merrimack Valley Works, North Andover, Massachusetts
Chapter 27: The Philadelphia Model: Philadelphia Area Council for Excellence, Philadelphia, Pennsylvania
Chapter 28: The Evolution of a “Demingized” Company: Janbridge, Inc., Philadelphia, Pennsylvania
Chapter 29: The Transformation of an American Manager: Microcircuit Engineering Corporation, Mt. Holly, New Jersey
Chapter 30: Lew Springer – The Role of a Zealot: Campbell Soup Company, Camden, New Jersey


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