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Another factor was that from the end of the war until perhaps the middle '60s, American manufacturers had a ready made market for practically anything they could produce while Europe and Japan rebuilt their war-ravaged economies.  And I think it is no accident that, from about the mid '60s on, European and Japanese companies began to out innovate and out compete the Americans with newer, more modern facilities and newer, more modern management structures.  Deming tried to sell Total Quality Management to Detroit first and got no traction whatsoever.  They were entirely too fat, dumb, and happy with the status quo.  The Japanese, on the other hand, bought into TQM wholesale.  The rest, as they say, is history.

We all bleed the same color.
by budr on Sun Jun 6th, 2010 at 03:34:50 PM EST
[ Parent ]
Business leaders are as a rule pretty short-sighted, and don't do a good job of long-term business mgmt. The Japanese learned this in the run-up to WWII, and their excellent economic growth is a result of govt planners forcing long-term and 'quality' thinking onto their industrialists. So, the Japan story isn't about 'Japanese manufacturers' discovering Deming and saying, "Hey, this guy's got it going on, let's all do what he says." The guiding hand of the Japanese state was critical to forcing Deming's ways onto the Japanese.

I think the story in very general is quite similar in the post-war Western Europe economic success story.


by fairleft (fairleftatyahoodotcom) on Mon Jun 7th, 2010 at 06:51:13 AM EST
[ Parent ]


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