Cover image for The man who discovered quality : how W. Edwards Deming brought the quality revolution to America : the stories of Ford, Xerox, and GM
The man who discovered quality : how W. Edwards Deming brought the quality revolution to America : the stories of Ford, Xerox, and GM
Gabor, Andrea.
Personal Author:
Publication Information:
New York : Times Books/Random House, 1990.
Physical Description:
x, 326 pages ; 25 cm
Format :


Call Number
Material Type
Home Location
Item Holds
TS156 .G3 1990 Adult Non-Fiction Central Closed Stacks
TS156 .G3 1990 Adult Non-Fiction Central Closed Stacks

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Before Americans were learning how to do business from the Japanese, the Japanese were learning from an American--a brilliant iconoclast named W. Edwards Deming, whose Fourteen Point philosophy for managing quality is largely responsible for that country's economic triumph. That philosophy, its charismatic inventor, and the story of its adoption by American companies like Ford, General Motors, Nashua Corporation, and Xerox are profiled in this immensely readable, well-researched book. Clearly and incisively, The Man Who Discovered Quality beckons us away from number-crunching and management by objective toward customer satisfaction, constant improvement of every management process, and ongoing employee involvement. The result is a front-line report on the revolution that changed "quality" from a hip buzzword into a science.

Reviews 2

Booklist Review

Only recently have Americans become aware of W. E. Deming, the one individual most often credited with changing "made in Japan" from a synonym for cheap, poorly made merchandise to one for quality. Even though he has been the subject of several books and scores of articles, few are really certain of his specific contributions. Gabor, a U.S. News & World Report senior business editor, details how Deming introduced the Japanese to quality control. She then devotes the greater portion of her book to describing how a handful of American companies (Ford, General Motors, Florida Power and Light, Xerox, Procter & Gamble) have adopted Deming's principles and why many more should. Because much of the material about Deming has not been accessible to the general reader and because of Deming's unique importance, this book is a must acquisition for any business collection. An excellent bibliography is included; to be indexed. --David Rouse

Library Journal Review

Journalist Gabor tells the story of Deming, an American statistician and quality control expert who was invited by the Japanese to help them develop industry in the 1950s. Since then, Deming's principles--many the elements of the much-touted ``Japanese management style''--have belatedly influenced American companies such as Ford, General Motors, and Xerox. Deming's view of quality is significantly different from that of Philip Crosby ( Let's Talk Quality , LJ 4/1/89 and Quality Without Tears , LJ 4/1/84), who stresses hard work and allowing zero defects, and Russell Wright ( A Little Bit at a Time , LJ 8/90), who looks to individuals to improve quality. Deming believes only by understanding and eliminating variation from work processes will managers have the knowledge they need to eliminate deep-rooted systemic problems. Given Deming's influence and reputation, this is a must for all business collections. A review of Rafael Aguayo's Dr. Deming: The American Who Taught the Japanese About Quality (Lyle Stuart, Oct. 1990) will appear in an upcoming issue.--Ed.--Michael D. Kathman, St. John's Univ., Collegeville, Minn . (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Table of Contents

Introduction America Rediscovers W. Edwards Demingp. 3
1 The Statistical Foundation of Demingismp. 31
2 From American Pioneer to Japanese Senseip. 69
3 Nashua Corporation: The Mouse That Roaredp. 101
4 Ford's Better Ideap. 125
5 ...And How the Automaker Spread the Wordp. 139
6 How a Florida Utility Became an Unlikely Contender for Samurai Successp. 162
7 Xerox's Quality Strategy: Two Steps Forward, One Step Backp. 188
8 Perestroika at General Motors?p. 214
9 The Case for a Pass-Fail Approach to Evaluating Individual Performancep. 250
10 Demingism Enters the 1990sp. 267
Selected Bibliographyp. 287
Notesp. 293
Indexp. 311