Deming’s Profound Changes

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    ISBN: 9780132926904
  • By : Daniel J. Robertson and Kenneth T. Delavigne
  • Edition : 2
  • Publish Year : 2012
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Description

Category: Books, Comics & Magazines > Non-Fiction > Business, Economics & Industry
Author: Kenneth T. Delavigne, Daniel J. Robertson
Publication Year: 20/05/1994
Subject: Management, Business, Economics & Industry
Format: Paperback
Subject 2: Management Techniques: Professional
Language: English
ISBN: 9780132926904

Description
Shows organizations and technical managers how to change in order to improve quality in delivered services and products and in employee satisfaction using Deming’s principles.

Key Features
Author(s) Daniel J. Robertson, Kenneth T. Delavigne
Publisher Pearson Education (US)
Date of Publication 20/05/1994
Language(s) English
Format Paperback
ISBN-10 0132926903
ISBN-13 9780132926904
Genre Management Techniques: Professional
 
Publication Data
Place of Publication Upper Saddle River
Country of Publication United States
Imprint Prentice Hall
Out-of-print date 18/10/2012
Content Note black & white illustrations
 
Dimensions
Weight 853 g
Width 161 mm
Height 236 mm
Spine 28 mm
Pagination 300
 
Description
Table Of Contents 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.
Author Biography 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.