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Increasingly, the demise of many businesses and organizations is being blamed on current western management practice--which can be traced directly back to the 19th century and Frederick Taylor's theory of scientific management. Although W. Edwards Deming proposed a new, more modern philosophy of management decades ago, the western world, instead, continued to practice Taylor's philosophy--by now adulterated and corrupted many times over into a new form of its own (neo-Taylorism). This volume explores--in depth--neo-Taylorism (where it came from and what its beliefs are), Deming's philosophy (his system of profound knowledge and his 14 points), and suggests how Deming's philosophy--if adopted--could be an antidote for today's managerial ineffectiveness. Shows organization and technical managers how to change--using Deming's principles--in order to improve quality in delivered services and products and in employee satisfaction. Analyzes the flaws of Taylorism and Neo-Taylorism-- with point-by-point comparison with Deming's philosophy. Clearly explains the Deming quality philosophy from a conceptual framework that can then be applied (rather than from a recipe or case study format, which has proven to be ineffective). For Executive and Technical Managers (all industries); Quality Managers and Practitioners; Quality, Productivity, Organizational Development Consultants.

Tabla de contenidos provista por Syndetics

• 1 Introduction
• 2 Japan's Transformation from Taylor to Deming
• 3 Understanding Deming's Profound Changes
• 4 Gaining New Knowledge
• 5 From Adam Smith to Deming -- An Extension Chain
• 6 Understanding the System and Reducing Complexity
• 7 Change
• 8 Six Axioms for Comparing Taylor and Deming
• 9 Deming's Profound Changes to Management
• 10 Understanding and Improving Systems
• 11 What Must Be Done
• Bibliography and References
• Appendix A A Deming Chronology
• Appendix B Deming's 14 Obligations of Top Management
• Index

Notas de autor provistas por Syndetics

Kenneth T. Delavigne is an independent consultant and teacher in Quality Methods. He previously served a 24-year tenure with IBM--where, for over 12 years, he was involved in the quality area. Mr. Delavigne became a student of Deming's in 1982, and recently assisted Dr. Deming in teaching one of his four-day seminars.

J. Daniel Robertson is Director, Customer Repair Services, 3Com Corporation, Santa Clara, CA. For 21 years, he has worked as an engineer and manager of high tech manufacturing and customer service operations in California's Silicon Valley. Mr. Robertson was introduced to Dr. Deming's theories in 1980 at Hewlett Packard where he applied the philosophy to both production and administrative processes. At 3Com Corp., he applied Deming's teachings to build a high volume organization where the culture was one of "quality being everyone's responsibility."