Out of The Crisis

Fülszöveg

W Edwards Deming
Out of
theCrisis
The overwhelming challenge that faces the United States today is the need to regain competitive position in interna-tional commerce. America in fact con-tinues to lose ground in manufacturing and service markéts. The source of the problem? Low quality and high costs associated with many products and ser-vices. The way to correct it? Managers must increase the quality and productivity of the systems of people and machines that they manage.
Do America's managers understand what must be done? W. Edwards Deming proposes that most do not. In this, his landmark book, he explains with abun-dant illustrations what he believes managers have been doing wrong, informs them what they must do, and shows them Deming's Way Out of the Crisis.
Dr. Deming writes:
"This book teaches the transformation that is required for survival, a transformation that can only be accomplished by man. A company can not buy its way into quality—it must be led into quality by... Tovább

Fülszöveg

W Edwards Deming
Out of
theCrisis
The overwhelming challenge that faces the United States today is the need to regain competitive position in interna-tional commerce. America in fact con-tinues to lose ground in manufacturing and service markéts. The source of the problem? Low quality and high costs associated with many products and ser-vices. The way to correct it? Managers must increase the quality and productivity of the systems of people and machines that they manage.
Do America's managers understand what must be done? W. Edwards Deming proposes that most do not. In this, his landmark book, he explains with abun-dant illustrations what he believes managers have been doing wrong, informs them what they must do, and shows them Deming's Way Out of the Crisis.
Dr. Deming writes:
"This book teaches the transformation that is required for survival, a transformation that can only be accomplished by man. A company can not buy its way into quality—it must be led into quality by top management. A theory of management now exists. Never again may anyone say that there is nothing new in management to teach.
"When the management of most any company is asked 'How do you go about improving quality and productivity?' the usual answer that comes forth is 'By everyone doing his best.' Everyone doing his best is not the answer. It is first
(continued inside back cover)
necessary that people know what to do. Drastic changes are required. The first step in the transformation is to learn how to change: that is, to understand and use the 14 Points in Chapter 2, and to cure themselves of the diseases in Chapter 3.
"Long-term commitment to new learn-ing and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and people that expect quick results are doomed to disappointment.
"Management will in time be judged not by the quarterly dividend, but by plans and innovation with the aim to stay in business, to protect investment, to en-sure future dividends, and to provide jobs and more jobs through improvement of product and service for the future.
4 4 One requirement for innovation is faith that there will be a future. Innovation, the foundation of the future, can not thrive unless the top management has declared unshakable commitment to quality and productivity.
"The fact is that management through-out a number of companies is at work on the 14 Points and on the diseases that af-flict American industry. Substantial results are already recorded." Vissza