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The Deming philosophy
Designing for quality
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achieved add value approach attention audits batch production better Building a quality check-list clerk conformance consistency continuous improvement cost create customer satisfaction customer's De-skilling defects delay delivery interface Deming argues Deming's documentation Element eliminate employees enable ensure equipment establish and maintain example factors front-line staff functional identify responsibilities implement important inspection instance involved Jack Newton Japanese loss machine maintain procedures managerial manual manufacturing Marks and Spencer means ment minimise non-conforming obtaining accreditation operations organisation's personnel Poka-Yoke potential problem process capability product or service production system purchasing quality circles quality culture quality management system quality manager quality system receptionist records reduced role second order change service delivery service organisations set-up signal-to-noise ratio specifications stack-up standards Statistical Process Control storage supplier supplies Taguchi technical Total Quality Management waste whereas work-to-rule zero defects