The Deming management method / Mary Walton

Contents;

Part one: W. Edwards Deming - The man and his mission
Chapter 1: W. Edwards Deming: A biographical note
Chapter 2: The Deming "Four -Day": A seminar begins
Chapter 3: An introduction to the fourteen points, the seven deadly diseases, and some obstacles
Chapter 4: The parable of the red beads

Part two: The Deming management method
Chapter 5: Point one: Create constancy of purpose for the improvement of product and service
Chapter 6: Point two: Adopt the new philosophy
Chapter 7: Point three: Cease dependence on mass inspection
Chapter 8: Point four: End the practice of awarding business on price tag alone
Chapter 9: Point five: Improve constantly and forever the system of production and service
Chapter 10: Point six: Institute training and retaining
Chapter 11: Point seven: Institute leadership
Chapter 12: Point eight: Drive out fear
Chapter 13: Point nine: Break down barriers between staff areas
Chapter 14: Point ten: Eliminate slogans, exhortations, and targets for the workforce
Chapter 15: Point eleven: Eliminate numerical quotas
Chapter 16: Point twelve: Remove barriers to pride of workmanship
Chapter 17: Point thirteen: Institute a vigorous program of education and retaining
Chapter 18: Point fourteen; Take action to accomplish the transformation
Chapter 19: The seven deadly diseases and some obstacles
Chapter 20: Doing it with data

Part three: Making Deming work
Chapter 21: The Deming prize
Chapter 22: Shifting gears: Ford motor company, Dearborn, Michigan
Chapter 23: Spreading the Deming word: Growth opportunity alliance of greater Lawrence, Lawrence, Massachusetts
Chapter 24: Deming to the rescue: Malden mills, Lawrence, Massachusetts
Chapter 25: Adopting the new philosophy: Honeywell information systems, Lawrence manufacturing operation, Lawrence, Massachusetts
etc.

Index : p. 257-262