"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.previously published by MIT-CAES
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This book analyses quality control and productivity in all aspects of industry. Dr Deming provides a full account into improving quality, productivity and competitive position while seeing how the key role of management plays a part. The emphasis of the book is a better understanding of the causes and resolving them in the industry business.
--This text refers to an out of print or unavailable edition of this title.
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33 of 34 people found the following review helpful
By observer100
Format:Paperback
Although it is many years since I first read "Out of the Crisis" and I have read management books voraciously, it remains for me the one which 'hits the button' most accurately. In a way it is an easy read, and in a way it is not. Dr Deming's approach is characterised by a combination of an unusual degree of rigour for a management book with an unusual degree of humanity. It is precisely this combination which makes it so uniquely valuable. Although many of the principles he puts forward are now accepted almost universally, the way they are put into practice is often lamentable and a re-reading of his penetrating work remains important. Other principles are still regarded as counter-intuitive. It is these which I find the most illuminating. The most useful role of this book is that it should provoke thought and study. So much popular management literature seems to advocate a quick simplistic 'fix'. Dr Deming specifically encourages us to study profoundly. Management simply IS difficult, which is why great managers are so rare. Dr Deming will not lead you astray.
7 of 7 people found the following review helpful
Format:Paperback
If you want to read how to turn round a company's fortunes through improving the processes within it, then read this.
Written way back when, but still as true as ever. Gets a bit heavy with statistics at the end, but worth sticking with.
Written way back when, but still as true as ever. Gets a bit heavy with statistics at the end, but worth sticking with.
6 of 6 people found the following review helpful
By C. Clayton
Format:Hardcover
Edwards Deming's powerful book Out of the Crisis outlines a way to improve American manufacturing by encouraging management to plan for the future and foresee problems to eliminate waste of manpower, of materials and of machine time. Quality must be designed in.
Timeless ideas permeate this book. One of the major themes in the book is that quality must be built in at the design phase. I have seen numbers as high as 80% of the cost is driven in during the design phase.
Deming's 14 points and other ideas have permeated and morphed into many companies in the United States. Lean manufacturing, six-sigma, robust design and more can trace their roots to the work of Edwards Deming.
This book is extremely valuable to understand the historical roots of quality and lean thinking. It is equally valuable as a guide for any design and manufacturing company looking to improve in today's competitive world.
The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking
Timeless ideas permeate this book. One of the major themes in the book is that quality must be built in at the design phase. I have seen numbers as high as 80% of the cost is driven in during the design phase.
Deming's 14 points and other ideas have permeated and morphed into many companies in the United States. Lean manufacturing, six-sigma, robust design and more can trace their roots to the work of Edwards Deming.
This book is extremely valuable to understand the historical roots of quality and lean thinking. It is equally valuable as a guide for any design and manufacturing company looking to improve in today's competitive world.
The Re-Discovery of Common Sense: A Guide To: The Lost Art of Critical Thinking
2 of 2 people found the following review helpful
Format:Paperback
I loved this book. At last a managment book that actually makes sense.
What's best is the focus on how management creates the system that creates the performance, hence no stupid stuff on 1:1s and annual appraisals.
What's missing however is practical applications, so some managers might think that it makes sense but not know what to do next. Still, I loved it.
Pros: Makes sense, and flies in the face of common managment beliefs.
Cons: Some practical applications would be good.
What's best is the focus on how management creates the system that creates the performance, hence no stupid stuff on 1:1s and annual appraisals.
What's missing however is practical applications, so some managers might think that it makes sense but not know what to do next. Still, I loved it.
Pros: Makes sense, and flies in the face of common managment beliefs.
Cons: Some practical applications would be good.
1 of 1 people found the following review helpful
By mcdowella
Format:Hardcover
All statisticians are revolutionaries. They believe that they can change the world, if they can just provide conclusive evidence that their proposed change would be beneficial. This book follows in that tradition when it argues for repeated studies looking for solid statistical evidence before changes are made, and provides simple demonstrations that change in the absence of such studies (for example, a series of changes each prompted by single events, errors, or observations) will increase the variability of the process being controlled, and so do more harm than good.
This book will no doubt find widespread agreement when it states that experienced workers should produce consistent output, subject only to an irreducible minimum of randomly distributed errors. It is subversive when it points out that, once this has been achieved, the power to produce further improvement, and therefore the responsibility for that improvement, lies not with the workers, but with those who control the conditions of work and the procedures for work - their managers. Deming states that those who supervise workers should ideally know something about the work being done. He also states that statistical studies can suggest and then validate proposed improvements, even when the statisticians are not expert in the work.
The message of the book is backed up by accounts of successes by Deming and others in applying simple statistical methods (such as process control charts) and by accounts of failures of traditional knee-jerk management actions, including simple-minded Management By Objectives. These cover service industries as well as assembly line manufacturing. In the context of services, Deming addresses himself to reducing the error rate.... Read more ›
This book will no doubt find widespread agreement when it states that experienced workers should produce consistent output, subject only to an irreducible minimum of randomly distributed errors. It is subversive when it points out that, once this has been achieved, the power to produce further improvement, and therefore the responsibility for that improvement, lies not with the workers, but with those who control the conditions of work and the procedures for work - their managers. Deming states that those who supervise workers should ideally know something about the work being done. He also states that statistical studies can suggest and then validate proposed improvements, even when the statisticians are not expert in the work.
The message of the book is backed up by accounts of successes by Deming and others in applying simple statistical methods (such as process control charts) and by accounts of failures of traditional knee-jerk management actions, including simple-minded Management By Objectives. These cover service industries as well as assembly line manufacturing. In the context of services, Deming addresses himself to reducing the error rate.... Read more ›
By janski
Format:Hardcover
This product was in excellent condition and arrived on time.
Superb value for money and an excellent read very very highly recommended
Superb value for money and an excellent read very very highly recommended
By S. Kingsley
Format:Paperback
I thought I should take the time to read this now classic text on quality, since I have been working in the field so long. I have found it refreshing to read and put certain aspects of quality management in context, and also read the full text from which so many sound bytes of Deming are oft quoted in training and other quality related material. And also to reflect how the world and quality management has moved on since Deming wrote this. From these aspects it has been a very good read.
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Most Recent Customer Reviews
2.0 out of 5 stars
A disappointing book, now dated.
A thorough view of Deming's prescription for American industry in the 1980s. There are many examples simply explained which is good. Read more
Published on 28 Jun 2001 by peter25929
5.0 out of 5 stars
A good quality management book
You must have got this book if you are a quality manager, if you are implementing ISO 9000 too. W. E. Read more
Published on 23 Oct 2000
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