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Ricardo Cerolini
Ricardo Cerolini

Out Of The Crisis W Edwards Deming Pdf Download


Out of the Crisis by W. Edwards Deming: A Book Review




Out of the Crisis is a classic book on management and quality improvement by W. Edwards Deming, a renowned American statistician, engineer, and consultant. The book was first published in 1982 and has been translated into 12 languages. It is based on Deming's famous 14 Points for Management, which he developed to help transform the Western management style and improve the competitiveness and productivity of American industries.


In this article, we will provide a brief summary of the main ideas and concepts presented in Out of the Crisis, as well as some of the benefits and challenges of applying them in practice. We will also provide some information on how to access and download a PDF version of the book for free.


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The Main Ideas and Concepts of Out of the Crisis




Deming's main argument in Out of the Crisis is that American companies need nothing less than a transformation of their management style and their governmental relations with industry. He claims that management's failure to plan for the future leads to loss of market, loss of jobs, and loss of quality. He advocates for a new philosophy of management that focuses on quality, productivity, customer satisfaction, and continuous improvement.


To achieve this transformation, Deming proposes his 14 Points for Management, which are as follows:



  • Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.



  • Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.



  • Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.



  • End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.



  • Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.



  • Institute training on the job.



  • Institute leadership (see Point 12 and Chapter 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.



  • Drive out fear, so that everyone may work effectively for the company (see Chapter 3).



  • Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.



  • Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.



  • a. Eliminate work standards (quotas) on the factory floor. Substitute leadership. b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.



  • a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (see Chapter 3).



  • Institute a vigorous program of education and self-improvement.



  • Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.




In addition to these 14 points, Deming also introduces some other important concepts and tools for quality improvement, such as:



  • The System of Profound Knowledge: A framework for understanding reality that consists of four interrelated components: appreciation for a system, knowledge about variation, theory of knowledge, and psychology.



  • The Plan-Do-Study-Act (PDSA) Cycle: A method for testing and implementing changes in a process or a system.



  • The Seven Deadly Diseases of Management: A list of common obstacles and pitfalls that hinder the transformation of management, such as lack of constancy of purpose, emphasis on short-term profits, evaluation by performance, merit rating, or annual review of performance, mobility of management, running a company on visible figures alone, and excessive medical costs.



  • The Red Bead Experiment: A demonstration of how variation and statistical control affect quality and productivity, and how management often reacts to them inappropriately.



  • The Funnel Experiment: A demonstration of how tampering with a stable process leads to increased variation and decreased quality.



  • Operational Definitions: A way of defining concepts and measurements in terms of observable and testable operations.



  • Control Charts: A graphical tool for monitoring and analyzing variation in a process over time.



  • Cause-and-Effect Diagrams: A graphical tool for identifying and organizing the possible causes of a problem or an effect.




The Benefits and Challenges of Applying the Ideas and Concepts of Out of the Crisis




Many organizations and industries have adopted and applied Deming's ideas and concepts to improve their quality and productivity, such as Toyota, Ford, NASA, Motorola, Xerox, and others. Some of the benefits that they have reported include:



  • Increased customer satisfaction and loyalty



  • Reduced defects and errors



  • Reduced costs and waste



  • Increased innovation and creativity



  • Improved teamwork and communication



  • Enhanced employee morale and engagement



  • Improved market share and profitability




However, applying Deming's ideas and concepts is not easy or straightforward. It requires a long-term commitment, a cultural change, a systemic approach, and a willingness to learn from failures. Some of the challenges that organizations may face include:



  • Resistance to change from managers and employees who are used to the old ways of doing things



  • Lack of understanding or support from top management or external stakeholders who may have different goals or expectations



  • Difficulty in measuring or quantifying the benefits or outcomes of quality improvement efforts



  • Complexity and variability of processes and systems that may require different methods or solutions for different situations



  • Competition and pressure from the market or the environment that may force short-term decisions or trade-offs




How to Access and Download a PDF Version of Out of the Crisis for Free




If you are interested in reading Out of the Crisis by W. Edwards Deming, you can access and download a PDF version of the book for free from the following sources:



  • [Internet Archive]: This is a non-profit library of millions of free books, movies, software, music, websites, and more. You can borrow Out of the Crisis for 14 days or download it as a PDF file.



  • [MIT Press]: This is the official publisher of Out of the Crisis. You can read the book online or download it as an EPUB or PDF file.




We hope this article has given you an overview of Out of the Crisis by W. Edwards Deming and its main ideas and concepts. We also hope you have found some useful sources to access and download a PDF version of the book for free. If you have any questions or comments, please feel free to share them below.


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