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…be original work. Abstracts of 200 words or less should be sent by 15 December, 2012 to wedresearch@fordham.edu or mailed to Joyce Orsini, Fordham University GBA, 33 W 60th Street…
…Papers must be original work. Abstracts of 200 words or less should be sent by November 23, 2013 to wedresearch@fordham.edu. For more information please telephone 212-636-6219. Related: 19th Annual International…
…their products, services, and customers. Successful transformation from data to information and knowledge touches on all four components of Deming’s System of Profound Knowledge (and the interactions among the components)….
…a system of managing “interchangeable components” which dates back at least 200 years. From the operation of a hospital (where medical staff members must meet requirements) to the integration of…
…value for shareholders… Each of our stakeholders is essential. We commit to deliver value to all of them, for the future success of our companies, our communities and our country….
…Which is the type of talent that is going to come in and really try and do what is right for the customer and help move the company forward for…
Guest post by John Hunter, founder of CuriousCat.com. In his presentation at the 2015 Deming Research Seminar Joseph Schneider discusses his efforts to apply Deming’s ideas within Siemens. Joseph talks…
…costs to improve profits. Massive layoffs of employees would get executives big bonuses and send stock prices up. Sadly, focusing on cost cutting and layoffs is too often still the…
Guest post by John Hunter, founder of CuriousCat.com. When a company’s culture rots, eventually everyone pays: customers, employees, stockholders, and suppliers. Yet, when the focus is on the short term,…
…cost, expense. The effect of training will not be realized for months or even years in the future. Moreover, the effect can not be measured. Then why does a company…
