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The New Economics for Industry, Government, Education Paperback – January 1, 1994
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In this book W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis.
"... competition, we see now, is destructive. It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management."
In this book W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The system of profound knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing prevailing management style as a prison, Deming shows how a style based on cooperation rather than competition can help people develop joy in work and learning at the same time that it brings about long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job and grades in school.
Previously published by MIT-CAES
- Print length247 pages
- LanguageEnglish
- PublisherMassachusetts Inst Technology
- Publication dateJanuary 1, 1994
- Dimensions6.25 x 1 x 9.5 inches
- ISBN-109780911379075
- ISBN-13978-0911379075
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Product details
- ASIN : 091137907X
- Publisher : Massachusetts Inst Technology; 2nd edition (January 1, 1994)
- Language : English
- Paperback : 247 pages
- ISBN-10 : 9780911379075
- ISBN-13 : 978-0911379075
- Item Weight : 1 pounds
- Dimensions : 6.25 x 1 x 9.5 inches
- Best Sellers Rank: #2,612,215 in Books (See Top 100 in Books)
- #16,906 in Industries (Books)
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One of the most significant and insightful sections within the book are Deming's 14 Points of Management. These points break down the definition of what it takes to be a truly excellent manager. In this book, Deming's original 14 points are somewhat paraphrased, however, their value is not diminished at all. Rather, this paraphrasing makes it easier to understand and ties back to the overall ease of reading this book. These 14 points also represent many common and notable ideas touched on throughout the book. For example, rules one and two state that a manager must understand the meaning of a system and convey its meaning to the employees, and that a manager must help employees to see themselves as crucial elements within the system. This link reiterates the importance of the system within the book. Many other rules also tie to other theories and ideas mentioned throughout the book and reiterate key points in terms of how they apply to the management of people.
Perhaps the most prominent theme or idea that saturates the book in its entirety is Deming's disapproval and disdain for the current methods of management and overall business in the modern world. From the first chapter of the book, it is clear that he disapproves of these current practices, a point that is reiterated throughout the book. Chapter two focuses on how the current style of management is essentially the most wasteful and detrimental element of the current business systems. The Seven Deadly Sins as well as many other points throughout the book state this mantra continuously. Deming continues his disapproving theme for the current business model in his extensive criticism of competition in both life in general and business. In chapter six he talks about how competition is a hugely detrimental element in both life and business. He defines this competition as `Forces of Destruction" to the intrinsic self worth and motivation of people. Figure 10 in chapter six on page 122 in particular was extremely interesting in my opinion and showed the longevity of these "Forces of Destruction" in our live today. Overall, I would strongly recommend this book. The amount of information and insightful ideas was truly astounding. It made for an enjoyable and educational read, and should be a staple in everyone's personal library.
I understand Deming's approach and I agree with what his views on variation and fixing systems, but one thing kept me tossing and turning at night. He completely disregards homosapien's infatuation with money. Deming doesn't factor in greed. His socialist views dictate a different view that would only work in an ideal world. I would love for companies to run without production attainment goals, but it is improbable. You do not give the keys of a prison to the inmates. If we take off all American salesmen from their commission style pay, what would motivate them to sell more? Why should they work harder? Deming doesn't believe in incentives so why should anyone want to work harder when they only work to make money. If they can make the same amount of money by not even picking up a phone, what would make them do it? Also, Deming does not believe in awards so employees would not gain the satisfaction of glory. This would remove motivation from most employees. The only thing keeping them in line is the fear of loosing their job. IF the right people are hired, this may be possible to do. They must be only looking out for the company's benefit and be selfless. If you find this person, please forward me their resume and contact information.
Top reviews from other countries
Se lo recomiendo a todo el mundo que quiera estar a la última en Management.
英語なので,読み進むにはまあ,ちょっとは英語力は必要ですが,ネットの英和辞書も活用できるこの御時世,原著の文章は極めて平易であることに驚きました.良く考えればアメリカの町工場のオッチャン社長や,すこし骨のある工場労働者たちにも分かるように書いてあるんでしょうね.
淡々と書かれてますが,とにかくこの哲学を伝えたいという,とても強い情熱が「易しさ」から伝わってきます.
タイトルは,「産業,政府,教育のための新経済学」
まさにトヨタ式カイゼンの源流であるデミング哲学の珠玉の一冊です.トヨタも,トヨタで傲ることなく,デミングまで戻って,トヨタ式カイゼンをもう一度見直した方が良いのかも知れません.
当初,やっぱり日本語でスルスルっと読みたかったので,★1つだけ減らしましたが,日本語版も落手した今,対比してよみながら訳者の解釈が入らない「生デミング」はやっぱり価値がありますので,★x5にしました.








