Six Disciplines
MARCH 21, 2011
Edwards Deming was a supreme practitioner of quality management. You don’t inspect quality into products and services - you design it in. Non-meaningful slogans are counter-productive substitute for real management. Relying on production and other targets is also counter-productive. Adopt the new philosophy.
Six Disciplines
DECEMBER 5, 2014
Edwards Deming was a supreme practitioner of quality management. You don’t inspect quality into products and services - you design it in. Non-meaningful slogans are counter-productive substitute for real management. Relying on production and other targets is also counter-productive. Adopt the new philosophy.
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Mike Cardus
FEBRUARY 15, 2012
Deming to the Editor of Time Magazine 1981; Dear Sir, Your article about Japan in TIME for 30 March 1981 is excellent, but the paragraph concerning my work is ridiculous and can do a lot of harm to American industry at the very time when they need guidance. Dr. Deming did not just give a lecture in 1950. Emphasis added).
LDRLB
JULY 7, 2010
W Edwards Deming was an American statistician, considered the father of the modern quality movement. In 1982, Edwards Deming published “ Out of the Crisis ” identifying 14 points for management which if applied would enable Japanese manufacturing efficiencies to be realized. Leadership deming evidence-based management'
Six Disciplines
AUGUST 22, 2014
Edwards Deming was a supreme practitioner of quality management. You don’t inspect quality into products and services - you design it in. Non-meaningful slogans are counter-productive substitute for real management. Relying on production and other targets is also counter-productive. Adopt the new philosophy.
Deming Institute
JANUARY 13, 2025
In a new podcast series, Jacob Stoller and podcast host Andrew Stotz discussed five major management and productivity myths and how Lean and Deming thinking solve them.
Deming Institute
SEPTEMBER 23, 2019
Guest post by Bill Bellows, Member of The Deming Institute’s Advisory Council. Beginning with early accounts of the prowess of the legendary Toyota Production System (TPS), this article offers personal reflections on the fabric of TPS and present day explanations of Lean. Figure 1 – Production Viewed as a System.
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