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Dr. Deming: The American Who Taught the Japanese About Quality (平装)
by Rafael Aguayo
| Category:
Quality management, Productivity improvement, Management, Biography |
| Market price: ¥ 158.00
MSL price:
¥ 148.00
[ Shop incentives ]
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| Stock:
In Stock |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
A handy introduction to TQM with all the basics, practices and examples. Especially valuable for quality and operation professionals. |
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AllReviews |
1 Total 1 pages 9 items |
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USA Today (MSL quote), USA
<2007-01-02 00:00>
Deming's management philosophies are the driving force behind Japan's economic miracle. |
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Publishers Weekly (MSL quote), USA
<2007-01-02 00:00>
Author Rafael Aguayo contends persuasively that Deming's advice is savvy, current, even indispensable. |
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San Francisco Chronicle (MSL quote), USA
<2007-01-02 00:00>
An energetic step-by-step introduction with lots of snappy subheads and entertaining anecdotes. |
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BusinessWeek (MSL quote), USA
<2007-01-02 00:00>
Aguayo offers a schematic for putting Deming's teachings to work. |
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Publishers Weekly (MSL quote), USA
<2007-01-02 00:00>
Urges statistician and quality-control expert Deming, "Don't blame the Japanese" for the U.S. trade deficit - "we did it to ourselves." According to Aguayo, Deming is largely responsible for Japan's industrial revolution, though he is little known in the U.S. Here addressing America's corporate leadership, the author - a former bank executive who studied with Deming at New York University - contends persuasively that Deming's advice is savvy, current, even indispensable: American management practices must change, renouncing goals of immediate profit in favor of long-term quality. Aguayo expounds on the leadership training techniques and specific steps that would likely trigger lower costs, increased productivity, larger market share and profits, along with more jobs and higher standards of living for all. |
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A reader (MSL quote), USA
<2007-01-02 00:00>
This book captures the essence of the way at looking at quality, no matter what field you may be in. The examples are dated, but the simple premise of what the book discusses is as important as ever today. The companies I have worked for since graduation from college (1992) still haven't come close to thinking of quality as described, and it was a hot topic in my production management classes during that time. The readability of the book is excellent; real-world (not classroom) analysis that keeps you interested in the subject without confusion.
The one disheartening (sp.) thing in this book is that for low- and mid-level managers, it's difficult to be an agent of change when nobody else believes or is committed to this practice. Everywhere I've been so far still put too much emphasis on things that Deming calls crazy. I'll leave that for a management effectiveness book to discuss, but it's a read that anybody would find useful. |
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Mark Latta (MSL quote), USA
<2007-01-02 00:00>
Mr. Aguano's book was one of the first ones I read when placed in a supervisory position 10 years ago. Through people "borrowing" my copy (never to return), I'm currently on my third, highlighter marker streaked copy. I enjoy it that much!
This book is a great introduction to TQM. It is extremely easy to read, well organized, and moves quickly. It basically is a "lite" version of Deming's Out of the Crisis (Deming's book is a definite recommended read).
The plus side of this book is that it explains how management needs to understand the nature of variation. It explains through Deming's (now famous) "red bead experiment," how variation is inherent in all systems, and it is up to management to reduce that variation. It also shows how some of the tools of quality management, such as control charts, explain stable/unstable systems.
The minus side of this book is that it is simplistic. If you are looking for how to calculate a control chart, do not look here. If you want to understand the difference between X & R control charts and P control charts, it is not in this book. On the other side, it's not really in Deming's either. But at least Deming shows some of the calculations necessary to make a P control chart. I recommend reading Leonard Doty's "Statistical Process Control" for the hard-core SPC methodology.
Also, the author gushes a bit about Deming. I don't know how to articulate it, but the fawning over Deming oozes out of the writing. That gets annoying (to me) after a while. Fortunately, it's a short book! |
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A reader (MSL quote), USA
<2007-01-02 00:00>
Quit running around to management seminars and reading the latest book to gather loose tidbits of Deming's work floating around often bound together with very bad advice, advice that can be the ruin of your company. Find out the origin of the most effective management practices out there. Discover the ideas in their entirety which are making our workplaces successful and productive and adding quality to our lives.
In recent years the Japanese utterly eclipsed our efforts in the personal electronics and automotive industries. How did they go from the butt of jokes about quality to their current reign? Aguayo explains in his straightforward, readable introduction to the work of W. Edwards Deming just what he taught the Japanese that allowed them to achieve such unimaginable success in these fields. He explains the principles of management and manufacturing that American companies have largely ignored to their peril.
Unlike hundreds of other management gurus, Deming was not just spouting platitudes and basing his claims solely upon "case studies" (which amount to unsolicited testimonials). He was a physicist and statistician, a scientist who was able to put his testable and verifiable groundbreaking theories into practice with many companies, first in Japan and later in the U.S. His approach to management is unparalleled in its vision, scope and practicality. This approach finds its roots in continuous improvement with the ultimate goal of creating a product or service of quality, and doing so in an environment that allows workers to experience satisfaction in their work.
You will find watered down versions of Deming's teachings floating about the business management world, but these out of context tidbits won't be effective in the same way as implementing the "profound changes" Deming taught. Be an insider.
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A reader (MSL quote), USA
<2007-01-02 00:00>
Aguayo has taken great care to truly understand Dr. Deming’s teachings before writing this book. He understands Deming's teachings so well that he is able to articulate them in a way that long term Deming students truly appreciate, and that those being introduced to Deming can understand. Many of the books on Deming cover the 14 points and his elements of profound knowledge in an academic way that is quite alien to most managers. I've handed Aguayo's book to probably hundreds of people now, and regardless of their education and background, they respond to it in a very profound way. One person told me that they never realized just how much they didn't know, how sheltered and narrow their views on life and management had been, that they would never be able to look at life the same way. An excellent and useful book for anyone trying to introduce Deming to friends, co-workers and upper managers. |
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1 Total 1 pages 9 items |
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