The Deming Vision: SPC/TQM for AdministratorsAmerican 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. |
Contents
How Could We Have Known? | 1 |
The Vision | 7 |
The Big Picture | 67 |
Copyright | |
7 other sections not shown
Common terms and phrases
acceptable action approach asked average better boss budget by-the-numbers called chapter common cause Consider continually control chart corporate cost create creative culture Deadly Diseases defects Deming discussed effective employees engineering enhance errors eventually example executives exists fact faults Figure firm five force identify important improve interdepartmental team internal issues keep knee-jerk lack later long-term look machine manufacturing Measurements meet mission months nature never normal Number objectives Obstacle once operators Percent performance appraisal person pertaining plant practice present pressure quota reasons recommendations reduced reports response schedule scrap seems short-term situation solve statement statistical vision system problems teamwork term theory things trying typical understand upper management variability vendors versus