Out of another crisis motivation through humiliation 1st edition by William Edwards Deming, Mike Micklewright 0873897838 9780873897839

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ISBN 10: 0873897838
ISBN 13: 9780873897839
Author: William Edwards Deming, Mike Micklewright

In 1982, Dr. W. Edwards Deming wrote Out of the Crisis. At that time, the United States was enduring a crisis of low quality and high costs. Its previous dominance in the provision of goods and services was being challenged primarily by the Japanese. American consumers were becoming choosier in their product choices and when given two products of equal price, they were choosing the product with the higher quality levels, regardless of where it was built. So where does the United States stand today? Has it settled into an acknowledged competitive position, 28 years later? Have we remembered Dr. Deming’s words and his 14 Points, or have we forgotten all he taught so little time ago?This book explores just that. One of its purposes is to dissect each of the principles and see how we rate as a society, as an economy, and as a country when compared to these principles that the very wise Dr. Deming defined for us in the early ’80s. It analyzes how practices and tools such as quality circles, total quality management, zero defects, benchmarking, balanced scorecard, reengineering, ISO 9001, Six Sigma, and lean either support or do not support Deming’s principles.The goal of this book is to resurrect the Deming principles, to create more Demingites who will also preach and spread the word of Deming for the good of society, and to shock and tell it like it is, much like Deming would.”The quality professionals and Deming community, and heck the top management of every organization, really need to read chapter 3 of this book: ‘How do U.S. Companies Rate Today against Deming’s 14 Points?’ Mike provides a lot of facts and data to support his case. This sole chapter is worth the price of the book! But you also have to see the rest!” Alberto A. Molinar ASQ CQE, CQA

Out of Another Crisis: Motivation Through Humiliation 1st Table of contents:

Chapter 1 Who Was Deming and What Shaped His Life/Principles?
God or Thorn?
Quality versus Lean
Deming As a Speaker
Deming’s Past and What Shaped His Life/Principles
Composing Music
Summer Clothing
Work During the College Years—Dr. Shewhart and Variation Reduction
Work During the College Years—Self-Improvement
Chapter 2 Tools versus Principles
But What Is a Principle?
Deming’s 14 Principles for Transformation of Western Management
Toyota’s Principles (As Documented in The Toyota Way)
The Pillars Upon Which the 14 Principles of Toyota Are Based
Self-Reliance
The Lean Paradox
The Incessant Focus on and Use of Root Cause Analysis
Practices/Tools That May Not Support Your Principles—Six SIgma
Some Principles Might Have No Backbone—ISO 9001
What’s a Leader to Do?
Chapter 3 How Do U.S. Companies Rate Today against Deming’s 14 Points?
Point #1: Create constancy of purpose toward improvement of product and service, with the aim to be
Point #2: Adopt the new philosophy. We are in a new economic age. Western management must awaken to
Point #3: Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a
Point #4: End the practice of awarding business on the basis of a price tag. Instead minimize total
Point #5: Improve constantly and forever the system of production and service, to improve quality a
Point #6: Institute training on the job
Point #7: Institute leadership. The aim of leadership should be to help people and machines and gad
Point #8: Drive out fear so that everyone may work effectively for the company
Point #9: Break down barriers between departments. People in research, design, sales, and productio
Point #10: Eliminate slogans, exhortations, and targets for the work force asking for zero defects
Point #11a: Eliminate work standards (quotas) on the factory floor. Substitute leadership
Point #11b: Eliminate management by objective. Eliminate management by numbers, numerical goals. Su
Point #12: Remove barriers that rob people of pride of workmanship
Point #13: Institute a vigorous program of education and self-improvement
Point #14: Put everybody in the company to work to accomplish the transformation. The transformatio
Chapter 4 What Would Deming Probably Think of Today’s Movements?
Six Sigma
Lean
Lean Six Sigma
Lean and Green
Lean Accounting
ISO 9001 (And ISO/TS 16949, ISO 13485, AS 9100, TL 9000)
Offshoring
Balanced Scorecard
Training Within Industry (TWI)
Chapter 5 Knowledge versus Certification
Continuous Self-Improvement Through Knowledge Gain
Why Get a Black Belt?
What Part of Certification Do You Not Understand?
Lean Six Sigma Is an Oxymoron and Many Morons Are Buying It
Real Six Sigma Stories
Knowledge and Leadership
My Story As a Potential Supervisor
What to Do?
Chapter 6 Why Root Cause Analysis Sucks in America
The Root Causes Lie in the Lack of the Identification of Correct Principles
Root Causes of Toyota’s Success
Expensive Band-Aids
Root Cause Analysis and Dr. Deming
Chapter 7 Dr. Deming As the Early Pioneer of Lean
Continual versus Continuous Improvement
Dr. Deming Lived Lean
Chapter 8 From Grades . . . to Pay for Grades . . . to Pay for Performance . . . to Pay to Play
No Child Left Behind
The Results
From Grades . . . to Pay for Grades . . . to Pay for Performance . . . to Pay to Play
What Does Dr. Deming Have in Common with the Founder of Kinko’s?
Chapter 9 I’m Sorry—the Recession of ’07-’09 Was My Fault
Challenge #1
Challenge #2
Challenge #3
Challenge #4
Chapter 10 Going Forward
Some Possible Actions to Take
Appendix: Are You a Member of S.A.D. (Society of Anti-Deming)?
Endnotes

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