| Contents: |
W. Edwards Deming: a biographical note --
The Deming "Four-Day": a seminar begins --
An introduction to the fourteen points, the seven deadly diseases, and some obstacles --
The parable of the red beads --
Point one: create constancy of purpose for the improvement of product and service --
Point two: adopt the new philosophy --
Point three: cease dependence on mass inspection --
Point four: end the practice of awarding business on price tag alone --
Point five: improve constantly and forever the system of production and service --
Point six: institute training and retraining --
Point seven: institute leadership --
Point nine: break down barriers between staff areas --
Point ten: eliminate slogans, exhortations, and targets for the workforce --
Point eleven: eliminate numerical quotas Point twelve: remove barriers to pride of workmanship --
Point thirteen: institute a vigorous program of education and retraining --
Point fourteen: take action to accomplish the transformation --
The seven deadly diseases and some obstacles --
Doing it with data --
The Deming prize --
Shifting gears: Ford Motor Company, Dearborn, Michigan --
Spreading the Deming Word: Growth Opportunity Alliance of Greater Lawrence, Lawrence, Massachusetts --
Deming to the rescue: Malden Mills, Lawrence, Massachusetts --
Adopting the new philosophy: Honeywell Information Systems, Lawrence Manufactoring Operation, Lawrence, Massachusetts --
Toward a critical mass: American Telephone & Telegraph, Merrimack Valley Works, North Andover, Massachusetts --
The Philadelphia Model: Philadelphia Area Council for Excellence, Philadelphia, Pennsylvania --
The evolution of a "Demingized" company: Janbridge, Inc., Philadelphia, Pennsylvania --
The transformation of an American manager: Microcircuit Engineering Corporation, Mt. Holly, New Jersey --
Lew Springer--the role of a zealot: Campbell Soup Company, Camden, New Jersey. |
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Book : English : 1st edView all editions and formats
