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Out of the Crisis Paperback – August 11, 2000

ISBN-13: 978-0262541152 ISBN-10: 0262541157

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Product Details

  • Paperback: 507 pages
  • Publisher: The MIT Press (August 11, 2000)
  • Language: English
  • ISBN-10: 0262541157
  • ISBN-13: 978-0262541152
  • Product Dimensions: 8.5 x 5.4 x 1.3 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (83 customer reviews)
  • Amazon Best Sellers Rank: #54,553 in Books (See Top 100 in Books)

Editorial Reviews

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 the Hardcover edition.

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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Customer Reviews

4.7 out of 5 stars
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To be a good to great manager, read this book.
Cucuileann
This book is a great book if your are trying to find a way to make your company sucessful in the managerial aspect.
Brenda T.
I recommend this book to anyone, especially those who are managers.
Ivette Lopez

Most Helpful Customer Reviews

59 of 63 people found the following review helpful By therosen VINE VOICE on May 12, 2003
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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48 of 51 people found the following review helpful By Turgay BUGDACIGIL on June 27, 2001
Format: Paperback
W.Edwards Deming is one of the leading thinkers of modern management as a key originator of total quality management. D.Wren and R.Greenwood write, in their 'Management Innovators,' "Deming was critical of U.S. management, perhaps because he had been ignored far so long, but more probably because U.S. firms were losing market share to more quality-oriented competitors. He blamed U.S. management because the wealth of a nation did not depend on its natural resources but on its people, management, and goverment: 'The probem is where to find good management. It would be a mistake to export American management to a friendly country.' "
In this context, in Chapter 2, in order to transform American industry, Deming presents the 14 points that constitute his theory of management:
1. Create constancy of purpose toward improvement of product and service, with aim to become competitive and to stay in business, and to provide jobs.
2. Adopt new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job.
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15 of 15 people found the following review helpful By Elijah Chingosho on May 25, 2006
Format: Paperback
Edwards Deming is one of the most outstanding gurus of the quality movement of the 20th century. The book "Out of the Crisis" is a classic in the quality assurance field written by an author who achieved fame after helping to improve quality in Japan, thus helping that country to be an outstanding success story.

This outstanding book would benefit managers of any organization who need to learn how to achieve success by focusing on producing high quality products and services that the customer wants. The book provides readers with knowledge on the meaning of "quality' and the use of some essential quality tools in their organisations. Deming's famous 14 points provides essential guidance and directions to any organisation to ensure that it is efficiently and effectively run.

This is a well written book, which was published 20 years ago, that comprehensively covers the subject of quality with good illustrations and examples that help to clarify issues and concepts.
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9 of 10 people found the following review helpful By Rolf Dobelli HALL OF FAME on February 25, 2003
Format: Hardcover
W. Edward Deming could be called the Mozart of quality control, the Shakespeare of business consulting, the Michelangelo of management science. Deming is the sine qua non of modern business thought - the "without which not." Perhaps more than any other thinker, he engineered the rise of Japanese competitiveness in the consumer goods sector, thereby giving a major prod to globalization. Perhaps his only failure was not envisioning the Big Brother extremes to which some would later push his ideas of "consistency of purpose" (for example, continuous quality improvement). Then again, prophets are plagued by their own disciples. Deming passes the test of time with flying colors. In this reprint of his 1986 classic, his eloquent arguments for single-supplier sourcing and leadership rather than supervision, and against production quotas and the absurd practice of MBWA (management by walking around), ring as true today as ever. We from getAbstract believe that classics should be revisited often, and highly recommends Deming's seminal work to thoughtful people in business at all levels.
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