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these 14 points represent a fundamental shift in thinking from the traditional thinking processes of software development organizations. which, we all know, would imply that they have the mindset of the traditional software development processes.w. edwards deming pursued his graduate work and post-doctoral work at yale university. during this period he met joseph juran, who, along with deming, founded the american institute for quality. deming later developed a new and more efficient approach to quality control. he spent his last years in japan and died in 1993. w. edwards deming's 14 points for management, originally developed in the united states during the 1950s and 1960s, but quite possibly the most powerful managerial tool to change the course of japan's recovery during the 1990s, and perhaps the entire world. the 14 points for management were never intended to be a "law" or a "science," but more as a set of principles, each one of them telling a story, of which even a single story could become more powerful than a thousand individual laws. all of the points are intended to serve as heuristics for managers. the 14 points are:3. a company must plan. it must anticipate variations in its product, customers' requirements, and its own ability to make them. its plans must be measurable and must be verified against the results from implementing them.5. a company must control its costs. this is done by finding the causes of variation and eliminating or minimizing them. it must be prepared to make the necessary adjustments to continue at that level of productivity.
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