Dr. Deming: the American who taught the Japanese about quality
A prime catalyst behind the incredible success of Japanese industry, Dr. W. Edwards Deming is a household word in Japan, but scarcely known in the United States, his own country. Since 1951, the Deming Prize has been the most coveted award among Japanese corporations. Just who Dr. Deming is, and what he has to teach American businesses regarding management and quality control is revealed in this fascinating biography.
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Management and Quality
Quality Must Come First
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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 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 position predict problems Procter & Gamble profit quality control quota QWERTY rates red beads responsible reward system seminar Shewhart someone special cause specifications standard statistical control suppliers tampering theory things tion top management understand variation workers worse wrong