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Dr. Deming: The American Who Taught the Japanese About Quality - Softcover

Aguayo, Rafael

 
9780671746216: Dr. Deming: The American Who Taught the Japanese About Quality
Softcover
ISBN 10: 0671746219 ISBN 13: 9780671746216
Verlag: Touchstone, 1991

Inhaltsangabe

Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever.
Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations:
Standard Company
* Quality is expensive
* Defects are caused by workers
* Buy at lowest cost
* Fear and reward are proper ways to motivate
* Play one supplier off against another
Deming Company
* Quality leads to lower costs
* Most defects are caused by the system
* Buy from vendors committed to quality
* Fear leads to disaster
* Work with suppliers

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Über die Autorin bzw. den Autor

Rafael Aguayo studied with W. Edwards Deming for seven years, has worked in the financial sector for fifteen years, and is a consultant in quality and management. He lives in Brooklyn, New York.

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Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever. Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations: Standard Company * Quality is expensive * Defects are caused by workers * Buy at lowest cost * Fear and reward are proper ways to motivate * Play one supplier off against another Deming Company * Quality leads to lower costs * Most defects are caused by the system * Buy from vendors committed to quality * Fear leads to disaster * Work with suppliers

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CHAPTER 1

Management and Quality

In 1986 Ford emerged as the darling of the American auto industry. Earnings, for the first time since the 1920s, exceeded those of General Motors, and in fact exceeded GM's and Chrysler's combined. Ford's market share continued to increase at the expense of its two American rivals. Its new Taurus/Sable car line was an unqualified success, commercially and in the eyes of Detroit's critics. Consumer Reports magazine, not usually a fan of American automobiles, called the new cars the best American cars it had ever tested and used the Taurus as the standard by which to judge other domestic models. In its press releases and advertisements, however, Ford did not stress sales or marketing but quality. For the sixth year in a row Ford automobiles were rated highest in quality of all the domestic manufacturers.

Subsequent years confirmed that Ford's success was not a fluke as earnings continued to exceed GM's and Chrysler's. Ford announced profit sharing for its hourly employees of over $2,000 per worker in 1987 and $3,700 in 1988. Some estimates of Ford's cost advantage over GM ran as high as $600 per car.

Not bad for a company that in 1980 had seemed on the brink of disaster and which prior to 1980 hadn't enjoyed a reputation for quality, particularly when compared to the Japanese automakers.

Back in 1980, while Chrysler was grabbing headlines with its brush with bankruptcy and the controversy surrounding the federal loan guarantee that kept its doors open, Ford was quietly suffering, hardly in better shape.

But in 1983 a quiet revolution began at Ford. The quality of American cars was the biggest complaint at the time. Ford management knew something had to be done. In 1983 Ford asked the foremost American expert on quality, the world-renowned Dr. W. Edwards Deming, for help. To management's surprise, however, Deming talked not about quality but about management. All of Ford's top management attended Deming's seminars, and the company has not been the same since. Among those who attended was Donald Petersen, who later became chairman and proclaimed Ford's intent to implement Deming's philosophy throughout the company.

In a letter to Autoweek, Petersen stated, "We are moving toward building a quality culture at Ford and the many changes that have been taking place here have their roots directly in Dr. Deming's teachings."

While other old-line domestic manufacturers have begun implementing quality cultures, few have gone as far as Ford in revamping their way of doing business. A limited or partial application of the Deming philosophy doesn't have the dramatic results that a full application has. An August 18, 1986, article in Fortune stated, "By spreading Deming's philosophy throughout the company, Ford, in the view of consultants and market researchers who have made comparisons, has probably taken greater strides in improving quality than any other U.S. auto manufacturer....A company that decides to take its quality consultant seriously can take off on a road that will transform the whole corporate culture. As Ford found out, following the Deming path leads to a lot more than tinkering with the assembly line."

Deming is no newcomer to American management or quality control. One of the founders of the field, he was actively involved in American quality control efforts during World War II, teaching engineers and academicians who in turn taught thousands of others. Many feel this program was integral to the success of the United States during the war.ar

After the war, however, many companies that had initiated quality control programs began to lose their incentive and conviction. The primary goal for most American enterprises was to produce enough to satisfy the seemingly endless demand for goods of all kinds. One of the main reasons for the failure of quality consciousness to take hold in this country was that management had never been taught its responsibility. The direct relationship between quality and sales, quality and productivity, quality and profit, quality and competitive position, had never been understood by most managers. The quality control courses taught by Deming and others under the auspices of the Department of War were directed primarily at engineers, inspectors, and industrial people who needed to be fully versed in specific methods and techniques. Once the critical push for high quality, low failure rates, and low cost was relaxed, management stopped the vigorous pursuit of quality.

Comparison Shopping

Although Deming is probably the most respected statistician in America, if not the world, his letterhead modestly introduces him as a "Consultant in Statistical Studies." Despite the fact that he has won every major statistical award, is a professor emeritus at New York University, has an American award for quality named in his honor, has written more than 170 scientific papers and several books, and is a management and quality control consultant to major companies throughout the world, he does not distribute a brochure listing his accomplishments. Among those companies which have attended his seminars in great numbers are the most successful and quality-conscious American companies, a veritable Who's Who of American Business, such as IBM, AT&T, Hewlett-Packard, Scott Paper, DuPont, and Procter & Gamble, but he steadfastly refuses to promote himself.

Deming is a remarkable man with remarkable credentials, but one must ask how his advice compares with the practices of Japanese companies. After all, Toyota is widely recognized as having the highest quality cars in the world (those who disagree place Nissan or Honda at the top -- Honda's customer satisfaction exceeds that of Mercedes-Benz). Perhaps Ford should hire Toyota's quality consultant.

This might seem a reasonable approach, especially since the U.S. trade deficit with Japan exceeded an unprecedented $50 billion in 1986 and, despite the yen's dramatic rise against the dollar since then, stubbornly refuses to shrink. Consumers cite higher quality as the main reason they continue to prefer Japanese goods to American goods. Certainly a comparison of the methods advocated by the United States' premier quality expert and Japanese methods would prove instructive.

A good place to start is Toyota's headquarters in Tokyo. The striking thing one first notices in the main lobby is larger than life pictures of three individuals. One is of Toyota's founder, another of the same size is of Toyota's current chairman, and a third, much larger picture, is of W. Edwards Deming.

Is there some mistake? Has Toyota gone mad? Are they paying homage to the competition? No! The picture is there out of respect for the man they acknowledge as having started it all. W. Edwards Deming is the man who taught Japan quality.

After World War II, Deming visited Japan and at the request of the Japanese Union of Scientists and Engineers (JUSE) gave a series of lectures on quality control to Japanese engineers and to top management on management's tasks and responsibilities. Deming predicted that within five years Japan would be economically competitive and that consumers worldwide would clamor for Japanese goods. While many were skeptical, the presence of an American expert was compelling. In order not to lose face they faithfully followed his instructions. Within eighteen months of the first lecture the Japanese saw tremendous improvements in the quality of their goods and in productivity. They beat Deming's five-year timetable with a year to spare.

Few Americans have to be told of the prowess of Japanese business, as it has come to dominate industry after industry, including consumer electronics, motorcycles, automobiles, watches, cameras, and semiconductors. But few Americans realize that Japanese industrial...

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Verlag
Touchstone
Erscheinungsdatum
1991
Sprache
Englisch
ISBN 10 
0671746219
ISBN 13 
9780671746216
Einband
Taschenbuch
Anzahl der Seiten
304
Kontakt zum Hersteller
Van Ditmar Boeken, VDB Sales
sales@vanditmar.nl

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