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EBM: Deming & Quality

LDRLB

In 1982, Edwards Deming published “ Out of the Crisis ” identifying 14 points for management which if applied would enable Japanese manufacturing efficiencies to be realized. Deming’s 14 Points: Create constancy of purpose and continual improvement where long-term planning replaces short-term reaction.

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Deming's Fourteen Points of Quality Management

Six Disciplines

Edwards Deming was a supreme practitioner of quality management. He summarized his ideas in these Fourteen Points of Quality Management : Create constancy of purpose towards improvement. That means short-term out, long-term in. Non-meaningful slogans are counter-productive substitute for real management.

Deming 103
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Deming's Fourteen Points of Quality Management

Six Disciplines

Edwards Deming was a supreme practitioner of quality management. He summarized his ideas in these Fourteen Points of Quality Management : Create constancy of purpose towards improvement. That means short-term out, long-term in. Non-meaningful slogans are counter-productive substitute for real management.

Deming 95
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Deming's Fourteen Points of Quality Management

Six Disciplines

Edwards Deming was a supreme practitioner of quality management. He summarized his ideas in these Fourteen Points of Quality Management : Create constancy of purpose towards improvement. That means short-term out, long-term in. Non-meaningful slogans are counter-productive substitute for real management.

Deming 108
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Guest Blogger George L. Morrisey: Are You Ready for Strategic Planning?

leaderCommunicator

This includes your statements of mission, vision, and strategy (preferably on the same page), plus your key strategic areas, critical issues, the long-term objectives related to each key strategic area and, where appropriate, major actions (not complete strategic action plans) required to reach your long-term objectives.

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Management’s Three Eras: A Brief History

Harvard Business Review

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ).

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Planning Doesn’t Have to Be the Enemy of Agile

Harvard Business Review

Planning has long been one of the cornerstones of management. Early in the twentieth century Henri Fayol identified the job of managers as to plan, organize, command, coordinate, and control. The capacity and willingness of managers to plan developed throughout the century. Jon Feingersh/Getty Images.

Agility 15