The Deming Vision: SPC/TQM for Administrators
American companies concerned with quality look to masters like W. Edwards Deming for ways to improve performance. But unless adequate time is devoted to studying Demings extensive work, managers can become frustrated by the complexity of his ideas. Fellers capsulizes Deming's philosophy and offers new insights to drive companies toward quality transformations.
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The Big Picture
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14 Points approach average boss bottom-line budget chapter coach common cause variability constancy of purpose continually improve control chart cost creative culture Deadly Diseases Deming philosophy Deming vision Deming's demoralizing discussed downtime Edwards Deming engineering enhance teamwork eventually example faults Figure firm fishbone identify implementation in-control in-statistical-control interdepartmental team inventory issues John Wayne knee-jerk response long-term machine management by-the-numbers manufacturing meet mission statement MTBF never Number Obstacle operators out-of-control outliers Pareto charts Percent of employees Percent of errors performance appraisal system pertaining pressure preventive maintenance pride of workmanship Quality Measurements quantifiable quota reduced regression analysis road map Robert McNamara schedule scrap rate short-term situation solid citizens solve SPC chart statistical vision superstitiously trained supervisor system problems Temple-Inland things trying typical unknowns and unknowables upper management vendors versus visionary zero defects