The Deming Management Method
Description
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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Content
Preface
Part One: W. Edwards Deming - The Man and His Mission
Chapter 1: W. Edwards Deming: A Biographical Note
Chapter 2: The Deming "Four-Day": A Seminar Begins
Chapter 3: An Introduction to the Fourteen Points, the Seven Deadly Diseases, and Some Obstacles
Chapter 4: The Parable of the Red Beads
Part Two: The Deming Management Method
Chapter 5: Point One: Create Constancy of Purpose for the Improvement of Product and Service
Chapter 6: Point Two: Adopt the New Philosophy
Chapter 7: Point Three: Cease Dependence on Mass Inspection
Chapter 8: Point Four: End the Practice of Awarding Business on Price Tag Alone
Chapter 9: Point Five: Improve Constantly and Forever the System of Production and Service
Chapter 10: Point Six: Institute Training and Retraining
Chapter 11: Point Seven: Institute Leadership
Chapter 12: Point Eight: Drive Out Fear
Chapter 13: Point Nine: Break Down Barriers Between Staff Areas
Chapter 14: Point Ten: Eliminate Slogans, Exhortations, and Targets for the Workforce
Chapter 15: Point Eleven: Eliminate Numerical Quotas
Chapter 16: Point Twelve: Remove Barriers to Pride of Workmanship
Chapter 17: Point Thirteen: Institute a Vigorous Program of Education and Retraining
Chapter 18: Point Fourteen: Take Action to Accomplish the Transformation
Chapter 19: The Seven Deadly Diseases and Some Obstacles
Chapter 20: Doing It with Data
Part Three: Making Deming Work
Chapter 21: The Deming Prize
Chapter 22: Shifting Gears: Ford Motor Company, Dearborn, Michigan
Chapter 23: Spreading the Deming Word: Growth Opportunity Alliance of Greater Lawrence, Lawrence, Massachusetts
Chapter 24: Deming to the Rescue: Malden Mills, Lawrence, Massachusetts
Chapter 25: Adopting the New Philosophy: Honeywell Information Systems, Lawrence Manufacturing Operation, Lawrence, Massachusetts
Chapter 26: Toward a Critical Mass: American Telephone and Telegraph, Merrimack Valley Works, North Andover, Massachusetts
Chapter 27: The Philadelphia Model: Philadelphia Area Council for Excellence, Philadelphia, Pennsylvania
Chapter 28: The Evolution of a "Demingized" Company: Janbridge, Inc., Philadelphia, Pennsylvania
Chapter 29: The Transformation of an American Manager: Microcircuit Engineering Corporation, Mt. Holly, New Jersey
Chapter 30: Lew Springer - The Role of a Zealot: Campbell Soup Company, Camden, New Jersey
Epilogue
Notes
Index