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W. Edwards Deming - The Essential Deming: Leadership Principles from the Father of Quality

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The Essential Deming: Leadership Principles from the Father of Quality: summary, description and annotation

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The name W. Edwards Deming is synonymous with the most insightful views, ideas, and commentary on management and quality control. Referred to as the high prophet of quality by the New York Times, Deming was instrumental in the spectacular rise of Japanese industry after World War II and influenced many of the worlds most innovative managers in the ensuing decades. His original ideas led directly to the creation of relationships with suppliers and a plethora of quality initiatives.

Now, with The Essential Deming, Fordham University professor and Deming expert Joyce Orsini draws on a wealth of previously unavailable material to present the legendary thinkers most important management principles in one indispensable volume.

The book is filled with articles, papers, lectures, and notes touching on a wide range of topics, but which focus on Demings overriding message: quality and operations are all about systems, not individual performance; the system has to be designed so that the worker can perform well.

The Essential Deming reveals Demings unique insight about:

  • How poor management infects an entire organization
  • The critical importance of management on producing quality products and services
  • Improving management in any company
  • The effective management of peoplethe managers single most important task
  • How to educate workers into critical thinkers
  • Ways to preserve statistical integrity while dealing with real-world problems
  • Fully authorized by the Deming estate and published in cooperation with The W. Edwards Deming Institute, The Essential Deming is the first book to distill Demings lifes worth of thinking and writing into a single source. Orsini provides expert commentary throughout, delivering a powerful, practical guide to superior management. With The Essential Deming, you have the rationale, insight, and best practices you need to transform your organization.

    To move from the wilderness of news into the paths of history, we must distinguish true turning points from mistaken ones. W. Edwards Deming has seen the future and it works. He is a turning point of business history made flesh. U.S. NEWS & WORLD REPORT

    I engaged Dr. Deming to assist Ford in planning, developing, and implementing the plans to accomplish major improvement in the way people worked together and in the quality of our products. . . . Ford achieved major success in this effort, and I consider Ed Deming to have been a key element in our progress. DONALD E. PETERSEN, former Chairman of the Board and Chief Executive Officer, Ford Motor Company

    It can be said of very few that they changed the way the world thinks, but Dr. Deming is among them. . . . The legacy of Dr. Demings genius, already immense, grows even larger with this new collection of his thoughts. DONALD M. BERWICK , Senior Fellow, Center for American Progress

    Toyota Motor Corporation was awarded a Deming Prize in 1965. This laid the foundations for the present growth of our company. I do believe the ideas and theories of Dr. Deming emphasizing the importance of quality control are very useful for people of all ages. TATSURO TOYODA, Senior Advisor, Toyota Motor Corporation

    Few rival W. Edwards Deming for impact on management in the twentieth century. Indeed, Deming and Drucker, to my mind, stand apart for the breadth and depth of their vision for management as a profession that truly might help realize the possibility of people working together at their best. . . . The publication of this expansive edition of Deming...

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    Copyright 2013 by The W Edwards Deming Institute All rights reserved Except - photo 1

    Copyright 2013 by The W. Edwards Deming Institute. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher.

    ISBN: 978-0-07-179021-5
    MHID: 0-07-179021-7

    The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-179022-2, MHID: 0-07-179022-5.

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    This is a copyrighted work and The McGraw-Hill Companies, Inc. (McGraw-Hill) and its licensors reserve all rights in and to the work. Use of this work is subject to these terms. Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hills prior consent. You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited. Your right to use the work may be terminated if you fail to comply with these terms.

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    Preface

    Dr. W. Edwards Deming published books and articles in academic journals and the popular press, with frequent letters to the editors. He wrote papers for colleagues and students, and conducted hundreds of studies for clients. He also left a number of undistributed draft papers and personal letters to colleagues and businesses, as well as to his clients. He delivered abundant four-day seminars to tens of thousands of people, and spoke frequently at conferences. He criticized the status quo, and was outspoken about government and corporate policies alike. Many of his ideas are standard in business today. Many more need yet to be adopted.

    Chronologically, during the late 1920s through about 1940, Demings writings were based in physics. For the next forty years his written works centered in statistics and sampling theory. It was during his last thirteen years (19801993), roughly, that he focused on the transformation of management.

    Nuggets of management theory appear in Demings early statistical work that pop up again forty years later in his management writings. I believe Demings theory of management is the culmination of his lifes workeverything is in it.

    This book is about Demings theory of management, in his own words, gleaned from articles and papers he wrote, and speeches he gave at conferences and seminars?little-distributed until now.

    My approach: I have reviewed the Deming Collection of materials in the Library of Congress Manuscript Division in Washington DC, materials that Deming gave to me over the years, and copies of papers he handed out in classes, at various conferences, and that I have gathered from other sources. I have also reviewed hundreds of hours of video and audio recordings of his lectures to students and at conferences. More than half of Demings works are very statistical and not directly appropriate in this book for more general audiences.

    After skimming thousands of documents, I reviewed in detail some 850 articles, letters, papers, cases, lectures, speeches, and notes by Deming that contained potential material for this book. Ive selected about a hundred of them for inclusion in whole or in part in this book. None of the works were in electronic format, so they had to be digitized. Several documents were sixth or seventh carbon copies, extremely difficult to readbut worth the effort to include them, I believe. Twenty of the conference films and one of the audiotapes were transcribed for excerpts to include in this book as well.

    In this review of Demings works, I found that he had a propensity to reuse the same (identical) paragraphs in different articlessometimes identical titles, too, on different articles. Although he had some new content in each article, sometimes more than half of the content would be culled from other articles. Many papers were written in precomputer time, so I could see the cut and paste sections on the originals of some of the articles. Deming also paraphrased prior writings in new articles. Within a speech, especially, he often looped around and repeated the same content two or three times for effect. The looping has been removed. To minimize duplication of content in different articles included in this book, the editor took a heavier hand. As a result, the book contains very few complete articles.

    Deming never missed an opportunity to include statistical theory. So, a fair amount of editing was done in this area . One cannot talk about prediction without including the rudiments of statistical theory.

    Demings inimitable style of writing has not been removed deliberately. Deming eschewed contractions and used two words instead (e.g., can not, cannot, instead of cant). He used the British spelling of some words (e.g., connexion, enquire, lustre). These were often replaced by American editors, but not by all. I did not go back into edited pieces and reinstate his original style. Nor did I alter his original style when encountered, so you will see differences between articles in this respect. You will, no doubt, discover other idiosyncrasies in Demings writing.

    Deming did not use the same elements of style or structure for every article. At first, I attempted to make all of the articles consistent with regard to style, so as not to disconcert the reader. That was a fiasco. Deming used style to shape the substance. The articles herein are each in their original style.

    The choice of where to place each article in this book was difficult. I could make arguments for placing some articles in any one of several chapters. In the end, articles are placed where I believe they will serve the reader best.

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