Four Days with Dr. Deming A Strategy for Modern Methods of Management

ISBN-10: 0201633663
ISBN-13: 9780201633665
Edition: 1995
List price: $34.00 Buy it from $3.94
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Description: Dr. W. Edwards Deming is the legendary master of managing for quality. Reviewed by Dr. Deming himself just before his death, this unique book communicates the essence of his four-day seminars in a remarkably entertaining and easy-to-absorb style.  More...

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Book details

List price: $34.00
Copyright year: 1995
Publisher: Prentice Hall PTR
Publication date: 1/26/1995
Binding: Paperback
Pages: 256
Size: 7.25" wide x 9.25" long x 0.75" tall
Weight: 1.254

Dr. W. Edwards Deming is the legendary master of managing for quality. Reviewed by Dr. Deming himself just before his death, this unique book communicates the essence of his four-day seminars in a remarkably entertaining and easy-to-absorb style. Through a one-concept-per-page visual format, the book leads you through the essentials of Dr. Deming's theories and techniques. It covers Dr. Deming's System of Profound Knowledge as well as conducting inspections, dealing with suppliers, and encouraging continual process improvement. Operational definitions and systems of measurement are also covered.

Roy J. Lewicki is the Dean's Distinguished Teaching Professor at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited 24 books, as well as numerous research articles. Professor Lewicki received the first David Bradford Outstanding Educator award from the Organizational Behavior Teaching Society for his contributions to the field of teaching in negotiation and dispute resolution. He has won several teaching awards at Ohio State, and held visiting faculty positions at Dartmouth College and Georgetown University.David M. Saunders is Dean of the Faculty of Management at the Queen's University in Ontario, Canada. He has co-authored several books and articles on negotiation, conflict resolution, employee voice and organizational justice. He is also the winner of a distinguished teacher award and co-developed the McGill Negotiation Simulator, a computer-based interactive video simulation of negotiation. Prior to his current appointment, David was Director of the McGill MBA Japan program in Tokyo, and he has traveled extensively throughout Asia and Europe. He and his wife Susan are the proud parents of Basil, a very active Wheaton Terrier puppy.

Foreword
Preface
Acknowledgments
Prologue
Who Is Dr. Deming
More on Dr. Deming's Background
Background-Japan after World War II
Dr. Deming Teaches in Japan
Why Should I Read This book
How to Read This Book
Overview
Day One
The Need for Transformation of Western Management
Dr. Deming Lectures to a Packed Convention Hall
Why Are We Here
Historical Perspective
Is America Prosperous or Are We in Trouble
America Is in Trouble-More Is Going out than Coming in
Aren't We Still Leaders in Agriculture
What American Industry Brings in the Most Dollars
What Factors Have Led to American Prosperity in the Past
What Is the Definition of a Colony
Something Has Happened to America
Reflections During Coffee Break
To Achieve Quality There is No Substitute for Knowledge
Quick Fix-Machinery and Automation
Quick Fix-Just In Time (JIT)
Quick Fix-Cost Cutting
Quick Fix-Suboptimization of People and Technology
Quick Fix-Management by Results
Quality Is Made in the Boardroom-Not on the Factory Floor Forces of Destruction
Story of the Art Class
The Prison
Comments Overheard in the Prison Compound
Escape from Prison
A System of Profound Knowledge
What Is a System of Profound Knowledge
What Is a System
The Importance of Interdependence in a System
An Example of the Systems Concept-Customer/Supplier Flowchart
How to Suboptimize a Firm
Theory of Variation
Variation Is So Easy to Understand
Theory of Knowledge
There Is No Such Thing As a True Value
Psychology
Reflections During Lunch
Obligations 1 through 5
Obligation 1-Constancy of Purpose
Obligation 2-Adopt the New Philosophy
Obligation 3-Cease Dependence on Mass Inspection
The Hazard of 100 Percent Inspection
When to Use Mass Inspection
Three Worlds-Rules for Inspection
Inspect the Process-Not the Product
Obligation 4-End the Practice of Awarding Business on the Basis of Price Tag Alone-Instead Reduce Cost by Reducing Variation
Buying on Price Tag Alone
Comparison of Suppliers
Taguchi's Use of the Loss Function
Three Worlds for Purchasing
Reduce Variation through Long-Term Relationships
What About the Purchase of a Commodity
Single Supplier Policy
What If Your Supplier Has a Fire
Obligation 5-Continual Improvement
Innovation and Improvement
Where Does Innovation Come From
The Shewhart Cycle for Learning and Improvement
Evening Study Group
Reflections on Day One
Day Two
Obligations 6 through 9
Dr. Deming Autographs His Book
Hands against the Wall
Obligation 6-Training for a Skill
Why a Leader Must Be a Trainer
Obligation 7-Leadership
Doing Your Best is Not Good Enough
Obligation 8-Drive Out Fear
Blaming the Worker
Obligation 9-Break Down Barriers between Staff Areas
Why Don't People within an Organization Cooperate
Independent Kingdoms versus Cross-Functional Teams
We Need a Theory of Cooperation
Cooperation Will Lead to More Standards
Cooperation and Darwin
The Red Beads
The Workers Are Instructed
The Red Beads-Production-Day
The Red Beads-Production-Day
The Red Beads-Production-Day
The Red Beads-Production-Day
Keeping the Plant Open with the Best Workers
The Red Beads-Production-Day
Red Beads Chart
The Light Goes On
Day Two-Afternoon
It Is So Easy to Be Fooled by Figures
What Can We Do to Reduce the Proportion of Red Beads
How Did This Come About
Two Kinds of Mistakes
How Do You Make Red Beads
As a Result of the Red Bead Experiment-the Japanese Went to Work Straight Away
I Am Learning

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