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W. Edwards Deming
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Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0011
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0012
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0013
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0014
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0015
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0016
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0017
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0018
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0019
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.001.0001
EISBN: 9780262355445
A new edition of a book that details the system of transformation underlying the 14 Points for Management presented in Deming's Out of the Crisis . 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.” —from The New Economics for Industry, Government, Education 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 Deming 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 the prevailing management style as a prison, Deming shows applying the System of Profound Knowledge increases productivity, quality, and people's joy in work and joy in learning. Another outcome is short-term and long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job, to look deeper than spreadsheets for opportunities, and even to rethink how we teach and manage our schools. Moreover, Deming's method enables organizations to make accurate predictions, which is a valuable tool in today's uncertain economic climate. This third edition features a new chapter (written by business consultant and Deming expert Kelly L. Allan) that explains the relevance of Deming's management method, and case studies from organizations that have adopted Deming's System of Profound Knowledge, and offers guidance on how organizations can effectively “do Deming.”
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0001
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0002
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0003
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0004
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0005
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0006
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0007
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0008
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0009
EISBN: 9780262355445
Publisher: The MIT Press
Published: 30 October 2018
DOI: 10.7551/mitpress/11458.003.0010
EISBN: 9780262355445