Dr. Deming : The American Who Taught the Japanese About Quality
Author: Rafael Aguayo
List Price: $14.00
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ISBN: 0671746219
Publisher: Fireside (15 September, 1991)
Sales Rank: 65,002
Average Customer Rating: 4.64 out of 5
Customer Reviews
Rating: 5 out of 5
The most readable, useful intro to the depth Deming's work.
Aguayo has taken great care to truly understand Dr. Demings teachings before writing this book. He understands Deming's teachings so well that he is able to articulate them in a way that long term Deming students truly appreciate, and that those being introduced to Deming can understand. Many of the books on Deming cover the 14 points and his elements of profound knowledge in an academic way that is quite alien to most managers. I've handed Aguayo's book to probably hundreds of people now, and regardless of their education and background, they respond to it in a very profound way. One person told me that they never realized just how much they didn't know, how sheltered and narrow their views on life and managment had been, that they would never be able to look at life the same way. An excellent and useful book for anyone trying to introduce Deming to friends, co-workers and upper managers.
Rating: 5 out of 5
A very thorough job of explaining Deming's theories.
Of all the books on Deming that I have so far read this book is probably the most concise and easy to understand.
Rating: 5 out of 5
READ, READ, READ!!!! - easy redability and useful...
Although I agree the book is dated in its examples, etc...This book captures the essence of the way at looking at quality, no matter what field you may be in. The examples are dated, but the simple premise of what the book discusses is as important as ever today. The companies I have worked for since graduation from college (1992) still haven't come close to thinking of quality as described, and it was a hot topic in my production management classes during that time. The readability of the book is excellent; real-world (not classroom) analysis that keeps you interested in the subject without confusion.
The one dis-heartening (sp.) thing in this book is that for low- and mid-level managers, it's difficult to be an agent of change when nobody else believes or is comitted to this practice. Everywhere I've been so far still put too much emphasis on things that Deming calls crazy. I'll leave that for a management effectiveness book to discuss, but it's a read that anybody would find useful.
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