The Deming Management Method

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Penguin, 1986 - Business & Economics - 262 pages
2 Reviews
Whether you're the owner of our own small business, a middle manager in a mid-sized company, or the CEO of a multinational, this book can show you how to improve your profits and productivity. How? By following the principles of The Deming Management Method.

Middle- and top-echelon managers in particular will find Dr. Deming's method provocative and controversial. He is for a total revamping of the way American managers manage. Some of his pet peeves are: managers who manage by slogans or by setting quotas, managers who don't know what their jobs are and who can't define the responsibilities of the workers under them, managers who tend to blame workers, not realizing that workers want to take pride in their work. Change, Dr. Deming beliees, starts at the top with an informed, quality-conscious management. This book includes excellent advice on how to achieve that level of management expertise in the author's analysis of Dr. Deming's famous 14 Points for Managers and his Deadly diseases of management.

Dr. Deming's management techniques are all carefully explained in this detailed, step-by-step treatment of their major points and of their practical applications to everyday business life.

A large portion of The Deming Management Method is devoted to practical applications of the method by some of American's most innovative firms, including Honeywell, AT&T and Campbell's Soup.


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Paperback edition as read in March 2010:
This is a good primer book about Deming but not the end all of Deming's work, plus it lacks focus on specific topics. On a book saleswebsite, another
reviewer mentioned the Japanese got the whole idea that products/services should not just be "produced" but should "wow" the customer and create desire. This lacks within the global manufacturing environment today.
One of the greatest blind alleys of Deming ideas was that he could not foresee the global shift of production based on cost of labor. He mentioned that lowest cost suppliers/providers should not be taken but that the buyer company should created relationships with suppliers to work with the buying company. Unfortunately the global manufacturing market has demonstrated that manufacturing companies want to have their cake and eat it too. The constant drive to reduce cost inevitability drove companies offshore from their native countries into the arms of near slave wage paying countries such as China and India which lack ethical, environmental, and employment laws. The results of this are in evidence in highly publicized stories about medicine, human and pet food, and toy coating contamination trends.
I also want to address that some most of the companies and organizations profiled in the book seemed to have not had the greatest go of it in the 20 plus years since the book was written.
Ford Motor Company: Still in operation, well documented multiple up and downs since the book was written.
GOAL Growth Opportunity Alliance of Greater Lawrence (Lawerence, MA):no current info found, unable to determine if still functioning or not, may not be functioning due to the exit of tech manufacturing from the area and lack of support,no web presence.
Malden Mills: later invented Polartec fleece, great stories related to 1995 fire but bankruptcies due to various reasons, morphed to global company.
Honeywell Information Systems, Lawerence (MA) Manufacturing Operations: no current info found, unable to determine if still functioning or not,no web presence.
AT&T Merrimack Valley Works, North Andover MA: shut down after various down sizings and final ownership by Alcatel-Lucent. Production exported to Italy and plant was to be finally closed in 2008. Now a mixed used industrial facility.
Philadelphia (PA) Area Council for Excellence PACE: still around, not sure of the level of functioning, no web presence.
Janbridge,Inc: apparently defunct, later owners had documented legal and tax issues, former president/owner Mary Ann Gould is still active in quality issues and consulting.
Microcircuit Engineering Corporation, Mt. Holly, NJ: no current info found, unable to determine if still functioning or not,no web presence.
Campbell Soup Company, Camden, NJ: Still in operation, well documented since the book was written.
It seems as if Ford, Campbell Soup co., and Polartec/(Malden Mills) are the only companies still in existance with Malden Mills/Polartec being the one that most espoused the Deming ideal to improve and be a different company than it was before even if it meant undoing the entire prior profile of the company.
The AT&T Merrimack Valley Works issue and reports related to its shut down shows how the most efficient quality systems could not help the average worker maintain employment even though Deming says that the employees should shift around within the company. This continued employment obviously doesn't happen within a global manufacturing environment and ownership by multiple entities.
Overall the book is a decent but dated reference and resource tool.

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A Seminar Begins
Seven Deadly Diseases and Some Obstacles
Mass Inspection
the System of Production and Service
Staff Areas
Education and Retraining
Doing It with Data
Opportunity Alliance of Greater Lawrence
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About the author (1986)

Mary Walton worked as a journalist for the Philadelphia Inquirer for more than 22 years. She has also written for the New York Times, the Washington Post, Harper's Magazine, and other publications. Walton lives in Philadelphia, Pennsylvania.

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