Overall I found this book to be an introduction to Deming’s methodologies. I liked that this book takes a different approach to quality. I have learned quality through calculations and graphed data, but this book focuses on quality through people management. Chapters 2-6 were my favorite chapters. Contrary to common views, quality is not achieved by precise machinery, but instead by companies with fully accountable management. Dr. Deming explains how quality is always the responsibility of management, therefore, knowledgeable management are required. Below I provide some information on the author and a breakdown on each chapter of the book for a better understanding of what the book covers.Dr. Deming is known for leading a quality revolution that helped improve the competitive position of the United States. As a consultant for over forty years, Dr. Deming’s clients ranged from manufacturing companies to hospitals and legal firms. Throughout his career, he received many awards including the National Medal of Technology awarded to him by President Ronald Regan in 1987. As stated by Dr. Deming, “This book is for people who are living under the tyranny of the prevailing style of management.”The book begins with the preface where Dr. Deming states that the solution to a company's problem comes from cooperation, not competition. In chapter 1, How are we Doing? Dr. Deming explains how the United States falls short in trade. He states that companies must perform and produce top quality to be competitive in the worldwide market. Chapter 2, The Heavy Losses, aims to identify the sources of waste caused by management practices and suggests better alternatives. An example given is the comparison of a present practice (delegate quality to someone, or a group) and providing a better practice (accountability for quality rests with the top management). In chapter 3, Dr. Deming stresses the importance of a managed system. A system must always have a clear objective. Without a clear understanding, the system cannot work. Chapter 4, A System of Profound Knowledge, describes four components: appreciation for a system, knowledge of variation, the theory of knowledge and psychology. In chapter 5, Dr. Deming states that a leader's purpose is to provide transformation in an organization. Chapter 6, Management of People, was the most interesting. Deming says there needs to be a change in the idea and practice of competition within a team. He provides a declining graph showing how people's usual attitude of willingness to learn and contribute to a system decreases in a system that creates competition and embarrassment between groups. He places great emphasis on the idea that a system must be one large group, not many different subgroups. Chapter 7 is about learning important principles with the red beads experiment. In chapter 8, Dr. Deming discusses Shewhart's concepts of variation, common cause, and special cause. He writes about the importance of management knowing how to properly differentiate between these concepts. Chapter 9, The Funnel, illustrates losses caused by tampering of a process. Management must let workers know that discrepancy in a process is dealt with by sampling and further analysis not by readjusting the machine every five minutes to meet specifications. Lastly, chapter 10, goes more in depth of how variation is everywhere. He states that understanding variation is useful for everyone, especially management.