Dr. Deming: The American Who Taught the Japanese About Quality [Paperback]

Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever.
Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations:
Standard Company
* Quality is expensive
* Defects are caused by workers
* Buy at lowest cost
* Fear and reward are proper ways to motivate
* Play one supplier off against another
Deming Company
* Quality leads to lower costs
* Most defects are caused by the system
* Buy from vendors committed to quality
* Fear leads to disaster
* Work with suppliersRafael Aguayo studied with W. Edwards Deming for seven years, has worked in the financial sector for fifteen years, and is a consultant in quality and management. He lives in Brooklyn, New York.CHAPTER 1

Management and Quality

In 1986 Ford emerged as the darling of the American auto industry. Earnings, for the first time since the 1920s, exceeded those of General Motors, and in fact exceeded GM's and Chrysler's combined. Ford's market share continued to increase at the expense of its two American rivals. Its new Taurus/Sable car line was an unqualified success, commercially and in the eyes of Detroit's critics.Consumer Reportsmagazine, not usually a fan of American automobiles, called the new cars the best American cars it had ever tested and used the Taurus as the standard by which to judge other domestic models. In its press releases and advertisements, however, Ford did not stress sales olÃj