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The Deming Management Method Paperback – November 1, 1988


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The Deming Management Method + The Essential Deming: Leadership Principles from the Father of Quality + The New Economics for Industry, Government, Education - 2nd Edition
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Product Details

  • Paperback: 288 pages
  • Publisher: Perigee Books; 1 edition (November 1, 1988)
  • Language: English
  • ISBN-10: 0399550003
  • ISBN-13: 978-0399550003
  • Product Dimensions: 6.1 x 0.8 x 9 inches
  • Shipping Weight: 14.1 ounces (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Best Sellers Rank: #253,835 in Books (See Top 100 in Books)

Editorial Reviews

Review

"I'm proud to say I'm a Deming disciple, and we at Ford are committed to his operating principles, particularlly the ethic of continuous improvement and and the involvement of all employees."
— Donald E. Petersen, Chairman of the Board (retired), Ford Motor Company

"W. Edwards Deming is to management what Benjamin Franklin was to the Republican conscience — a guide, a prophet, an instigator. Here in one book is an incisive summary of his wisdom."
— Robert Reich, former Secretary of Labor

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Customer Reviews

This book is recommended for anyone in management.
Romeo Richards
After the biographical information on Dr. Deming, Mary Walton sits through one of Deming's leadership courses.
Dirk J. Willard
I was sold the minute i sat down to read this book.
Atem J. Kuol Yak

Most Helpful Customer Reviews

43 of 48 people found the following review helpful By A Customer on May 7, 1997
Format: Hardcover
The industrial miracle in Japan is a prime example of what can happen when a nation commits itself to quality and long-range vision instead of the latest illness: "Turning a Fast Buck-itis." Economically, Japan may be in hot water, but in less then 50 years, Japan went from making rubber dog-shit, to turning out some of the highest quality precision work in the world. When Dr. Deming first began speaking in America, America was still riding along on the post-war victory wave. No one would listen to him. The Japanese welcomed him, and even today, traces of his quality-control methods are still seen in the industrial workplace. I believe that proper application of Dr. Deming's priciples could put America back on top and keep it there
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30 of 34 people found the following review helpful By Geoff Lilley on September 17, 2000
Format: Paperback
What I really liked about Mary Walton's book is that it is ACCESSIBLE. While I certainly sympathize with Dr. Deming's eschewing simplistic slogans and posters to institute the notion of quality, I felt like Ms. Walton broke Deming's theories down into manageable chunks. Having survived reading Deming's "Out of the Crisis", I would have to say that Mary Walton's slim little volume is a much better way to glean the priceless gems of Dr. Deming's wisdom. This ranks right up there with "Liberation Management" as one of the best business books ever written.
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13 of 13 people found the following review helpful By Dirk J. Willard on December 22, 2007
Format: Paperback
When I purchased this book in the late 80's I thoroughly enjoyed the story-telling approach of this book. It was a philosophical awakening. Oh, I'd heard of Deming, studied statistical process control, and even read portions of his famous "14 Points for Managers." I often wondered why these ideas never caught on in American.

Later, while working for a Japanese company, Kao, I had what alcoholics called a moment of clairvoyance. An American manager and a Japanese manager were jointly leading a meeting to find the cause of a production problem. The American manager lunged into the old familiar blame game. The Japanese manager calmly turned to his colleague and said politely, "The purpose of our meeting is to find the cause of the problem and develop countermeasures (a Japanese management term)." This brought this book clearly in focus for me. The Japanese got Deming because they were focused on the process of making a better product. American managers, especially MBAs, are focused on the product: selling it. They don't understand the process and won't bother to learn it ' let the engineers do that. The Japanese and Germans strive to continually improve products beyond the control limits set by the customers; they understand the value of providing a product a customer can't live without. It is my opinion that the Japanese methods have gone well beyond Deming. I don't think recent attempts such as ISO-9000 and six-sigma can match these revolutionary, philosophical changes. Deming had it right in the beginning: statistical process control alone won't improve quality. That's all ISO-9000 and six-sigma are: tools for engineers, not managers.

After the biographical information on Dr. Deming, Mary Walton sits through one of Deming's leadership courses.
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17 of 18 people found the following review helpful By Ron Atkins on April 13, 2004
Format: Paperback
Mary Walton presents a detailed biography of the Guru of Quality, Edward Deming, based on her lengthy involvement with Deming and his quality training programs. Also, this book features an introduction by Deming.
The majority of this book is dedicated to Walton's interpretation of Deming's 14 points, which encourages organizations to: have a constancy of purpose, adopt a new philosophy, not rely on mass inspections, not to accept contracts based on price alone, constantly improve processes, train and retrain, institute solid leadership, drive out fear in the workplace, breakdown departmental barriers, eliminate slogans, eliminate quotas, remove barriers to pride in workmanship, and take action to transform the organization.
Walton's book does a good job of presenting Deming's theories, which I highly recommend to newcomers to the quality movement. Those experienced in this area and familiar with Deming's 14 points may not benefit as much from this book, but may enjoy a different take on Deming's ideas and somewhat dated examples.
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73 of 96 people found the following review helpful By Pete Dailey on July 3, 2002
Format: Paperback Verified Purchase
The old adage applies to this book. There is no management method inside. Walton's work is long in the tooth. Her superficial, journalistic treatment of quality and productivity is poorly understood. She attempts to cover too much ground with too little understanding. It is a stretch to claim Deming's lecture circuit talking points contains a management message.

Deming's genius was as a statistician. He was also a humanitarian. He integrated himself into the Japanese culture to better understand and develop lasting relationships with his hosts. He was generous in donating publication royalties to the fledgling Japanese Union of Engineers and Scientist (JUSE). JUSE's prize bearing Deming's name is a measure of his generosity and humanity, not his management competence. His Japanese lectures on statistical methods, along with the standardization movement were influential in setting Japanese quality efforts in motion. JUSE soon realized that quality, productivity, customer service management, and zero defects required more than Deming could provide.

American publishers elevated Deming to guru status. Written during the mid eighties, this book's target was the US manager starved for some direction with which to combat the Japanese methodical implementation of quality and productivity. The publisher simply cashed in on an American name that had a Japanese quality prize attached to it. Deming's message may have been innovative for the forties, but today statistics-based productivity programs like Six Sigma incorporate a true management method. If you need to learn management statistics, consult "Introduction to Quality Control" by Kaoru Ishikawa.

The Deming "cycle" and statistical analysis is taken from Dr. Shewhart's 1932 work.
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