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Quality or Else: The Revolution in World Business
Combines the Quality Revolution theories of such business leaders as W. Edwards Deming, Philip Crosby, and Armand Feigenbaum, to report on how American companies need to evolve in order to compete
309 pages, Paperback
First published October 21, 1991
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Displaying 1 - 1 of 1 review
September 1, 2012
Those who seek to understand how Japanese auto manufacturers slowly and patiently overtook Detroit need look no further than this book for an explanation.
When General Douglas MacArthur needed war-torn Japanese industry to manufacture radios after World War II he brought in an American electrical engineer with a Ph.D. in mathematics and physics to help teach quality processes.
He taught Japanese managers lessons based on his experience in establishing standards for US war-time production in World War II. These managers took his lessons to heart and applied them over time. Adapting the Western techniques to their Eastern culture they built their industrial capability and capacity over slowly and patiently over several decades - learning new lessons and passing wisdom and insight from generation to generation.
Deming's message to Japan's chief executives: improving quality will reduce expenses while increasing productivity and market share.
American industry paradoxically paid less attention to theses lessons, leading Deming to famously lament that his error was to teach quality to American engineers, observing that the decision to produce quality is made by executives.
When General Douglas MacArthur needed war-torn Japanese industry to manufacture radios after World War II he brought in an American electrical engineer with a Ph.D. in mathematics and physics to help teach quality processes.
He taught Japanese managers lessons based on his experience in establishing standards for US war-time production in World War II. These managers took his lessons to heart and applied them over time. Adapting the Western techniques to their Eastern culture they built their industrial capability and capacity over slowly and patiently over several decades - learning new lessons and passing wisdom and insight from generation to generation.
Deming's message to Japan's chief executives: improving quality will reduce expenses while increasing productivity and market share.
American industry paradoxically paid less attention to theses lessons, leading Deming to famously lament that his error was to teach quality to American engineers, observing that the decision to produce quality is made by executives.
Displaying 1 - 1 of 1 review