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Zusatztext Business Week Aguayo offers a schematic for putting Deming's teachings to work. Informationen zum 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. Klappentext 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 anotherDeming 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 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 limite...
