Dr. Deming: The American Who Taught the Japanese About Quality德明博士：质量鼻祖 caj kindle 百度云 azw3 夸克云 下载 pdb pdf

Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever.

Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations

Foreword

Introduction

Acknowledgments

1 Management and Quality

2 Quality Must Come First

3 What Is Quality?

4 Variation in Management

5 Stable Systems

6 Cooperation: Suppliers and Divisions

7 Cooperation Between Management and Workers

8 Cooperation Among Competitors

9 The Need for Transformation

10 Focus and Philosophy

11 Inspection

12 Attitudes Toward Suppliers

13 Rebirth and Renewal

14 The Importance of Training

15 Leadership

16 Driving Out Fear

17 Enhancing Pride and Joy in Work

18 Improvement and the Minds of Workers

19 Basic Transformation

20 Competition

21 Where Are We?

Appendix A. The Deming Prize

Appendix B. William Edward Deming: A Brief Biography

Appendix C. Some National Implications of the Deming View

Appendix D. Further Reading

Notes

Index

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作者介绍：Rafael Aguayo

　　Rafael Aguayo studied with W. Edwards Deming for seven years, has worked in the financial sector for fifteen years, and is a consultant in quality and management. He lives in Brooklyn, New York.

书籍介绍

Book Description

Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever.

Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations:

Standard Company

* Quality is expensive

* Defects are caused by workers

* Buy at lowest cost

* Fear and reward are proper ways to motivate

* Play one supplier off against another

Deming Company

* Quality leads to lower costs

* Most defects are caused by the system

* Buy from vendors committed to quality

* Fear leads to disaster

* Work with suppliers

Book Dimension :

length: (cm)21.5 　　　 　　　　　 　　　　　 width:(cm)14