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Out of the Crisis
 
 

Out of the Crisis [Hardcover]

W. Edwards Deming
4.8 out of 5 stars  See all reviews (26 customer reviews)

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Book Description

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1986, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Book Description

This book analyses quality control and productivity in all aspects of industry. Dr Deming provides a full account into improving quality, productivity and competitive position while seeing how the key role of management plays a part. The emphasis of the book is a better understanding of the causes and resolving them in the industry business. --This text refers to an out of print or unavailable edition of this title.

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Customer Reviews

26 Reviews
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Average Customer Review
4.8 out of 5 stars (26 customer reviews)
 
 
 
 
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2 of 2 people found the following review helpful
2.0 out of 5 stars An important milestone in the awareness of quality, Aug 18 2000
By A Customer
This review is from: Out of the Crisis (Paperback)
Written in 1985, this classic text from an American icon contains timeless principles of quality that still apply in many ways to today's eBusiness world. Deming is insightful and even humorous in his description of what he considered the diseases plaguing this country's quality issues at that time (constant comparisons with the Japanese, who, of course, in his mind were doing it right). He teaches that most quality issues are systemic (process related) and, therefore, the responsibility of management. His message is summarized in his 14 points and the usage of six-sigma control charts. These concepts are expanded in the text The Deming Route to Quality and Productivity - Roadmaps and Roadblocks by W. W. Scherkenbach

What impresses me most is that Deming's principles have not been forgotten over the last few decades - they have been assimilated into the language and beliefs of today's quality and success leaders.

With that said, the book is dated - both in language and, of course, in technology. Deming smothers you in examples of production line issues and basic management mistakes.

While it may no longer be a must read, Out of the Crisis remains a treasured part of our technical history.

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1 of 1 people found the following review helpful
5.0 out of 5 stars Six Sigma...Demming created it....Harry ripped it off!, Nov 28 2001
By 
R Roy (Worth, Illinois United States) - See all my reviews
This review is from: Out of the Crisis (Hardcover)
Witness the big bang of the quality universe. If you manage anything this is a method you must understand.
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2 of 3 people found the following review helpful
2.0 out of 5 stars A little outdated, Jun 10 2001
By A Customer
This review is from: Out of the Crisis (Paperback)
I want to like Deming's folksy ancedotes, his common wisdom, his steadfast loyalty to quality. Yet, his proscriptive advice rang more true in 1986 than today. He praises Japanese-style management, finance, and corporate governance practices and attacks the modern American corporation's focus on financial management, downsizing, and layoffs.

It is hard to support his conclusions in 2001. Japan is lagging behind the United States in macroeconomic growth, corporate profit growth, and the development of new industries. American downsizing in the early and mid-1990s has produced leaner, more focused companies and allowed our labor resources to shift from low-value to high-value industries. The focus on shareholder value has caused managers to eliminate corporate waste and unlock hidden value through divestitures, joint ventures, and spin-offs. When is the last time a major Japanese company divested a division to focus on its core operations?

The final point is that Deming produces no real evidence. He tells stories, he shares his wisdom. Deming writes like a more academic version of Tom Peters: entertaining and proscriptive, but strangely void of sound theories and non-ancedotal evidence. It all comes down to a matter of faith with both Peters and Deming, which is ironic considering Deming's advocation of scientific management and statistical control.

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