Out of the Crisis (Deming, 2000)

Copyright (c) 2013 John L. Jerz

Out of the Crisis (Deming, 2000)

Product Description
"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 1986, 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

About the Author
W. Edwards Deming (1900-1993) was an international consultant in quality and productivity management. In 1987 President Ronald Reagan awarded him the National Medal of Technology.

p.16 Outputs... cannot be considered without considering the goals they are designed to achieve

p.50 There is no substitute for knowledge.

p.86 advances in competitive position will have their roots in knowledge.

p.88 Planning requires prediction. The results of a change or test may enhance our degree of belief for prediction, for planning.

p.103 The problem lies in the difficulty to define a meaningful measure of performance. The only verifiable measure is a short-term count of some kind.

p.109 How would your rating of someone aid prediction of his performance in the future

p.132 But a confidence interval has no operational meaning for prediction, hence provides no degree of belief for planning. A repeated and repeatable pattern... without unexplained failure over a range of... conditions, leads to a degree of belief for purposes of planning.

p.143 Help toward improvement can only come from some other kind of knowledge. Help may come from outside the company, combined with knowledge already possessed by people within the company but not being utilized.

p.317 Experience without theory teaches nothing.

p.351 Incidentally, the risk of being wrong in a prediction can not be stated in terms of probability, contrary to some textbooks and teaching. Empirical evidence is never complete.

p.466 knowledge in any field can be increased by education... Waste of knowledge, in the sense of failure of a company to use knowledge that is there and available for development, is even more deplorable.

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