"In an approach that is as revolutionary as it is basic, Dr. Deming holds that the American manager and not the American worker is responsible for this country's dramatically declining levels of quality and productivity. The trouble in corporate America begins at the very top, ... with a devastating system of management more dedicated to manipulating the balance sheet than staying competitive by improving quality and productivity. Today's job-hopping executives are more comfortable with numbers than people. Few understand how their company's product is made and sold, and they have no clues about what changes must take place."--Book Jacket back cover. "W. Edwards Deming, the genius who revitalized Japanese industry, offers his unorthodox system to make "Made in America" a guarantee of quality- again!"--Book Jacket cover.

Point twelve: remove barriers to pride of workmanship --Point thirteen: institute a vigorous program of education and retraining -- Point fourteen: take action to accomplish the transformation -- The seven deadly diseases and some obstacles -- Doing it with data -- The Deming prize -- Shifting gears: Ford Motor Company, Dearborn, Michigan -- Spreading the Deming Word: Growth Opportunity Alliance of Greater Lawrence, Lawrence, Massachusetts -- Deming to the rescue: Malden Mills, Lawrence, Massachusetts -- Adopting the new philosophy: Honeywell Information Systems, Lawrence Manufactoring Operation, Lawrence, Massachusetts -- Toward a critical mass: American Telephone & Telegraph, Merrimack Valley Works, North Andover, Massachusetts -- The Philadelphia Model: Philadelphia Area Council for Excellence, Philadelphia, Pennsylvania -- The evolution of a "Demingized" company: Janbridge, Inc., Philadelphia, Pennsylvania -- The transformation of an American manager: Microcircuit Engineering Corporation, Mt. Holly, New Jersey -- Lew Springer -- the role of a zealot: Campbell Soup Company, Camden, New Jersey. W. Edwards Deming: a biographical note -- The Deming "Four-Day": a seminar begins -- An introduction to the fourteen points, the seven deadly diseases, and some obstacles -- The parable of the red beads -- Point one: create constancy of purpose for the improvement of product and service -- Point two: adopt the new philosophy -- Point three: cease dependence on mass inspection -- Point four: end the practice of awarding business on price tag alone -- Point five: improve constantly and forever the system of production and service -- Point six: institute training and retraining -- Point seven: institute leadership -- Point nine: break down barriers between staff areas -- Point ten: eliminate slogans, exhortations, and targets for the workforce -- Point eleven: eliminate numerical quotas.