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Out of The Crisis (平装)
by W. Edwards Deming
| Category:
Quality management, Productivity improvement, Management |
| Market price: ¥ 338.00
MSL price:
¥ 298.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
The # 1 recommendation on the Deming Quality Principles and TQM practices. |
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AllReviews |
1 Total 1 pages 6 items |
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USA Today (MSL quote), USA
<2007-01-01 00:00>
Deming's management philosophies are the driving force behind Japan's economic miracle. |
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Tel Nehmad (MSL quote), USA
<2007-01-01 00:00>
Published in 1986, Dr. Deming Out of the Crisis seems to form the basis for the transformation needed in American management mentality. Two main subjects are discussed in the book. The first is the exposure of problems and pitfalls in top management operations, the second, relates suggestions and solutions that can solve and transform the way American management operates. 14 core points are suggested by Dr. Deming to address problems in management and are supported by many examples using different scientific methods.
Throughout the book, Dr. Deming promotes the loss of slogans that are even today being practiced by a share of the American Industry, and advocates management that is based on principles such as quality and leadership. At times, the book is not a continuous process that is easy to follow, but overall, Dr. Deming's concepts are transferred to the reader. Dr. Deming's Out of the Crisis helped me learn new perspectives about how management and employees can help in building or transforming an industry to a successful one. |
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Majd (MSL quote), USA
<2007-01-01 00:00>
This book is a true masterpiece written by one of America's under-rated heroes. Dr. Demming was an engineer who led Japan to become the powerhouse that it is in today's world economy. He established certain management techniques and he preached certain attitudes that should be adopted to the work place in order to reach the sort of success that he helped companies such as Honda and Toyota reach today.
Dr. Demming strongly believed that only those companies that focused their entire attention on quality would succeed in today's world. He does not believe that a company should set financial profit ahead of quality. If a company puts their energy and resources into establishing very high quality products, the financial benefits will make its way towards that company. Several decades ago, Toyota was focused on producing low cost cars in hope of attracting a large portion of market sales. When they decided to focus more on quality than price their market sales soared.
Dr. Demming does not only preach about quality but he also gives the readers tools that can be used in the work place to help and achieve the desired level of quality. Certain tools such as inspection methods, training, supplier relationships, and process control are all detailed in this great book.
Even though sometimes the thought process of Dr. Demming might be hard to follow, the lessons learnt in this book are priceless and this book should be in the top drawer of every manger's desk. |
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Therosen (MSL quote), USA
<2007-01-01 00:00>
This is a classic in the world of quality assurance. It is fair to call Deming the father, godfather, grandfather and preacher of the quality movement. This book, written in 1986 after he achieved international fame for helping improve quality in Japan, captures the spirit and ideas that spawned a revolution.
The book captures many of the key points in Deming's philosophy:
1) Creating metrics based approaches to management, without falling into a quota system.
2) Differentiating between problems caused by the system and problems outside of the system.
3) Focusing on both doing things correctly, and identifying the right tasks to approach.
4) Introducing a Plan, Do, Check, Act cycle of continuous improvement.
If you look at this list, the book presents a blueprint for many of the so called management revolutions of the subsequent 15 years: Excellence, Re-engineering, Process Management, Systems Thinking. This book really is both a trend setter as well as highly important body of theory. The theory is relevant today, as many management problems today can be addressed by his 14 points of management. (Example: A reliance on inspection is bad - build quality into the process. This is highly relevant to software construction today.)
So are there any knocks?
1) You're left with many imperatives, but sometimes without positive prescriptions. For example: If you don't do annual performance reviews, what do you replace it with to determine who gets promoted?
2) The book can be dry and hard to follow. Sometimes it is written as notes pieced together.
3) Many of the companies that Deming held up as models have fallen on tougher times. It seems that today Quality alone is not enough.
Having said this, it should be required reading for any manager. The theory is good, and the book should spark your thinking.
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Rolf Dobelli (MSL quote), Switzerland
<2007-01-01 00:00>
W. Edward Deming could be called the Mozart of quality control, the Shakespeare of business consulting, the Michelangelo of management science. Deming is the sine qua non of modern business thought - the "without which not." Perhaps more than any other thinker, he engineered the rise of Japanese competitiveness in the consumer goods sector, thereby giving a major prod to globalization. Perhaps his only failure was not envisioning the Big Brother extremes to which some would later push his ideas of "consistency of purpose" (for example, continuous quality improvement). Then again, prophets are plagued by their own disciples. Deming passes the test of time with flying colors. In this reprint of his 1986 classic, his eloquent arguments for single-supplier sourcing and leadership rather than supervision, and against production quotas and the absurd practice of MBWA (management by walking around), ring as true today as ever. We from getAbstract believe that classics should be revisited often, and highly recommends Deming's seminal work to thoughtful people in business at all levels. |
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Raymond A. Teo (MSL quote), USA
<2007-01-01 00:00>
With my current research interest circling 'Total Quality Management (TQM)', this book came to my attention. Upon reading it, followed by six seminal sessions and a three-day conference with the British Deming Association (BDA) in the UK, I felt totally disgusted with the way the society, in particular people who call themselves 'Quality Consultants' preach the gospel of the term 'Quality'. This book and BDA exposed to my then propagated mind, the true meaning of 'Quality'. Many organisations and academic institutions tend to pervertise and manipulate the term for marketing and other strategic purposes which is despicable... as most societies around the world will inevitably embrace the stigma-ridden myth to the term.
Deming highlights the essential roots to performance in his now famous 14 pts. for management. He attested that management is the key that allows quality improvement to occur within organisations and stated that the function of management is not supervision but leadership; which must work on sources of improvement, the intent on quality of product and service and on the translation of that intent into design and actual product.
When Deming went over to Japan after the Second World War to assist in the restoration of the Japanese economy, he conducted an empirical prognosis on the general economic situation using an SPC method which he had perfected while leading the American census. Deming then met up with 80% of the country's leaders and told them that the only way to revive their economy was to enhance their competitiveness in the international market by focusing on quality productions via stringent manufacturing standards. Most Japanese leaders scorned at Deming's idea and demanded for him to feel the reality of their situations then. However, the leaders heeded Deming's advice in the end, as they felt that "... having lost all, they have got nothing else to lose."
Forty years later, Japan became an international economic giant with an economy twice the size of all other East-Asian economies combined, including China. Her current GDP value is the second highest in the world after the USA's, despite a much smaller national population. Japan's financial prowess remains stable despite the current economic slump in Asia, as President Clinton said in Shanghai (1998),
"We (America) cannot see growth restored in Asia until it is restored in Japan."
This book is a superb guide not only to prodigal management principles, but also Deming's personal philosophies regarding life and effective leadership. Although considered an essential read personally, I would recommend to those who are new to Deming's ideas to check out "The New Economics", Deming's last book prior to his death in 1993, as an actual managerial guide, as it will be easier and more effective for them to realise.
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1 Total 1 pages 6 items |
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