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Out of the Crisis Paperback – Jul 31 2000

4.8 out of 5 stars 28 customer reviews

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Product Details

  • Paperback: 523 pages
  • Publisher: The MIT Press; 1 edition (July 31 2000)
  • Language: English
  • ISBN-10: 0262541157
  • ISBN-13: 978-0262541152
  • Product Dimensions: 14 x 3.3 x 21.3 cm
  • Shipping Weight: 590 g
  • Average Customer Review: 4.8 out of 5 stars 28 customer reviews
  • Amazon Bestsellers Rank: #129,286 in Books (See Top 100 in Books)
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Product Description

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.

About the Author

W. Edwards Deming (1900-1993) was an international consultant in quality and productivity management. In 1987 President Ronald Reagan awarded him the National Medal of Technology.


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Format: Paperback
Having "seen the light" as spoken by Deming, I highly recommend this book and Deming's "The New Economics" to anybody interested in not only quality and business, but anybody working. If you aren't in a position having the power to change your workplace, be prepared to bite your lip when conventional management is used.
When you look at Six Sigma you can see much of Dr. Demings work and thoughts being used, thus one persons short review that Dr. Deming is the real father of Six Sigma. Six Sigma brings more of the cost savings aspect to process improvement which appeals to conventional business.
While people can look at Japan and say they are down now and Dr. Deming is wrong, there are plenty of Japanese companies that follow Dr. Deming's teachings still that are clobbering the competition. Toyota, the 2nd largest auto manufacturer in the world now (yes, ahead of Ford by most accounts) uses his teachings.
Don't just read the words, understand what is being said and learn from Dr. Deming.
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Format: Paperback
This is a classic in the world of quality assurance. It is fair to call Deming the father, godfather, grandfather and preacher of the quality movement. This book, written in 1986 after he achieved international fame for helping improve quality in Japan, captures the spirit and ideas that spawned a revolution.
The book captures many of the key points in Deming's philosophy:
1) Creating metrics based approaches to management, without falling into a quota system.
2) Differentiating between problems caused by the system and problems outside of the system.
3) Focusing on both doing things correctly, and identifying the right tasks to approach.
4) Introducing a Plan, Do, Check, Act cycle of continuous improvement.
If you look at this list, the book presents a blueprint for many of the so called management revolutions of the subsequent 15 years: Excellence, Re-engineering, Process Management, Systems Thinking. This book really is both a trend setter as well as highly important body of theory. The theory is relevant today, as many management problems today can be addressed by his 14 points of management. (Example: A reliance on inspection is bad - build quality into the process. This is highly relevant to software construction today.)
So are there any knocks?
1) You're left with many imperatives, but sometimes without positive prescriptions. For example: If you don't do annual performance reviews, what do you replace it with to determine who gets promoted?
2) The book can be dry and hard to follow. Sometimes it is written as notes pieced together.
3) Many of the companies that Deming held up as models have fallen on tougher times. It seems that today Quality alone is not enough.
Having said this, it should be required reading for any manager. The theory is good, and the book should spark your thinking.
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Format: 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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Format: Hardcover
I first became aware of Dr. Deming through the Deming Management method. He affected so much change in Japan and was not known here in the USA. The chief reason for his lack of success here was probably that eliminating fear, one of his 14 points, has never really been a management method of American Management. Today people fear losing jobs, his method of quality was to lead to more jobs and more quality utilizing American pride in work. I do think his method had an impact, look at companies like Xerox, and others who continually improved, yet, our economy is so short sighted, we never seem to get past the view of everything this Quarter...we need to have a broader perspective. I find my coworkers in America to be very hard working people who have pride in what they do and accomplish. If only we would remember the red beads, we would get quality if we provide quality material. Demings last seminar was held in Pasadena, I wanted to go to that, yet I hesitated and well, had to learn from a friend second hand. This is a must buy for anyone who will manage people, engineers and corporations.
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