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Artículos de revistas sobre el tema "Deming, W. Edwards (William Edwards), -"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 15 de febrero de 2022

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1

Ribera Segura, Jaume. "Quality as Standard: W. Edwards Deming's ideas on quality control put learning, self-improvement and worker pride at the center of management where they belong". IESE Insight, n.º 24 (20 de marzo de 2015): 72. http://dx.doi.org/10.15581/002.opi-3180.

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Greisler, David S. "William Edwards Deming: the man". Journal of Management History (Archive) 5, n.º 8 (diciembre de 1999): 434–53. http://dx.doi.org/10.1108/13552529910290502.

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Zeleny, Milan. "W. Edwards Deming (1900–1993)". Human Systems Management 13, n.º 1 (1994): 75–78. http://dx.doi.org/10.3233/hsm-1994-13111.

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Harrington, H. James. "Was W. Edwards Deming wrong?" Measuring Business Excellence 4, n.º 3 (septiembre de 2000): 35–41. http://dx.doi.org/10.1108/13683040010377827.

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Mann, Nancy R. "W. Edwards Deming 1990–1993". Journal of the American Statistical Association 89, n.º 426 (junio de 1994): 365–66. http://dx.doi.org/10.1080/01621459.1994.10476752.

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Kerridge, David. "W. Edwards Deming - a personal memory". Quality and Reliability Engineering International 10, n.º 1 (1994): 3. http://dx.doi.org/10.1002/qre.4680100104.

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Hunter, J. Stuart. "Obituary: W. Edwards Deming (1900–93)". Journal of the Royal Statistical Society: Series A (Statistics in Society) 157, n.º 3 (mayo de 1994): 497–99. http://dx.doi.org/10.1111/j.1467-985x.1994.tb00590.x.

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8

Petersen, Peter B. "The world of W. Edwards Deming". Organizational Dynamics 21, n.º 4 (marzo de 1993): 71–72. http://dx.doi.org/10.1016/0090-2616(93)90035-y.

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9

Smith, Roger. "W. Edwards Deming, an Influential Statistician". Research-Technology Management 64, n.º 5 (19 de agosto de 2021): 58–60. http://dx.doi.org/10.1080/08956308.2021.1949850.

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Harrington, H. James. "Performance improvement: was W. Edwards Deming wrong?" TQM Magazine 10, n.º 4 (1 de agosto de 1998): 230–37. http://dx.doi.org/10.1108/09544789810222595.

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Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance evaluation but the way they have been implemented. This technical report provides a sound path to effect constructive appraisals.

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Beruvides, Mario G. y Paul Rossler. "Thoghts on a Thinker: W. Edwards Deming". Engineering Management Journal 6, n.º 2 (junio de 1994): 3. http://dx.doi.org/10.1080/10429247.1994.11414777.

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Orsini, J. N. "W. Edwards Deming - the first management engineer". Engineering Management 16, n.º 3 (1 de junio de 2006): 46–47. http://dx.doi.org/10.1049/em:20060312.

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Darr, Kurt. "Nexus: Eulogy to the Master: W. Edwards Deming". Hospital Topics 72, n.º 1 (enero de 1994): 4–5. http://dx.doi.org/10.1080/00185868.1994.9948469.

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Saunders, Richard R. y Jay L. Saunders. "W. Edwards Deming, Quality Analysis, and Total Behavior Management". Behavior Analyst 17, n.º 1 (abril de 1994): 115–25. http://dx.doi.org/10.1007/bf03392656.

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Kelly, Thomas F. "Educational Leadership Is Not About Money". Contemporary Issues in Education Research (CIER) 4, n.º 4 (22 de marzo de 2011): 13. http://dx.doi.org/10.19030/cier.v4i4.4163.

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Stupak, Ronald J. "Symposium introduction: an operational code approach to W. Edwards Deming". Journal of Management History (Archive) 5, n.º 8 (diciembre de 1999): 428–33. http://dx.doi.org/10.1108/13552529910290494.

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Best, M. "W Edwards Deming: father of quality management, patient and composer". Quality and Safety in Health Care 14, n.º 4 (1 de agosto de 2005): 310–12. http://dx.doi.org/10.1136/qshc.2005.015289.

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Tsutsui, William M. "W. Edwards Deming and the Origins of Quality Control in Japan". Journal of Japanese Studies 22, n.º 2 (1996): 295. http://dx.doi.org/10.2307/132975.

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Boardman, Thomas J. "The Statistician Who Changed the World: W. Edwards Deming, 1900–1993". American Statistician 48, n.º 3 (agosto de 1994): 179–87. http://dx.doi.org/10.1080/00031305.1994.10476053.

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Kelly, Thomas F. "Restructure Staff Development For Systemic Change". Contemporary Issues in Education Research (CIER) 5, n.º 2 (27 de marzo de 2012): 105. http://dx.doi.org/10.19030/cier.v5i2.6927.

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This paper presents a systems approach based on the work of W. Edwards Deming to system wide, high impact staff development. Deming has pointed out the significance of structure in systems. By restructuring the process of staff development we can bring about cost effective improvement of the whole system. We can improve student achievement while eliminating the need for expensive remedial, gifted, learning disabilities and most special education programs.

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21

Ross, Douglas N. "The World of W. Edwards Deming, Second EditionThe World of W. Edwards Deming, Second Edition By KilianCecelia S.. Knoxville, TN: SPC Press, Inc., 1992—365 pages. $28.00". Academy of Management Perspectives 7, n.º 1 (febrero de 1993): 111–13. http://dx.doi.org/10.5465/ame.1993.9409142066.

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Petersen, Peter B. "The Contribution of W. Edwards Deming to Japanese Management Theory and Practice." Academy of Management Proceedings 1987, n.º 1 (agosto de 1987): 133–37. http://dx.doi.org/10.5465/ambpp.1987.17534034.

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23

Williams, Timothy y Rufus Howe. "W. Edwards Deming and Total Quality Management: An Interpretation for Nursing Practice". Journal For Healthcare Quality 14, n.º 1 (enero de 1992): 36–39. http://dx.doi.org/10.1111/j.1945-1474.1992.tb00011.x.

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24

Bhote, Keki R. "Dr. W. Edwards Deming—a prophet with belated honor in his own country". National Productivity Review 13, n.º 2 (1994): 153–59. http://dx.doi.org/10.1002/npr.4040130202.

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25

Lohr, Sharon. "Red Beads and Profound Knowledge: Deming and Quality of Education". education policy analysis archives 23 (24 de agosto de 2015): 80. http://dx.doi.org/10.14507/epaa.v23.1972.

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Value-added models are being implemented in many states in an attempt to measure the contributions of individual teachers and schools toward students’ learning. Scores from these models are increasingly used for high-stakes purposes such as setting compensation, hiring or dismissing teachers, awarding tenure, and closing schools. The statistician W. Edwards Deming wrote extensively about improving quality in education and the damage caused by performance rankings. We examine uses and misuses of value-added models in the context of Deming’s System of Profound Knowledge, and discuss contributions a Deming-based perspective and statistical science can make to improving education.

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Petersen, Peter B. "Library of Congress archives: additional information about W. Edwards Deming (1900‐1993) now available". Journal of Management History (Archive) 3, n.º 2 (junio de 1997): 98–119. http://dx.doi.org/10.1108/13552529710171948.

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Stoyko, Igor y Roman Sherstiuk. "14 principles of Wilhelm Edwards Deming for quality management of hotel and restaurant ambassador". Socio-Economic Problems and the State 22, n.º 1 (2020): 66–78. http://dx.doi.org/10.33108/sepd2020.01.066.

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The possibility of implementing a quality management system in the hotel and restaurant complex of Ukraine based on the William Edwards Deming’s principles of quality management to meet the requirements of ISO 9000 quality standards and Hazard Analysis and Critical Control Points (HACCP) is substantiated in the article. The purpose of the study is to adapt the William Edwards Deming’s principles of quality management to their implementation in the hotel and restaurant business to ensure the stability of services quality in the modern market, the orientation of managers on creation of conditions for the enterprise’s continuous improvement. Standard DSTU ISO 9000-2015 "Quality management systems. Fundamentals and vocabulary" provides seven general principles of quality management, specific to all activities: customer focus, leadership, employee engagement, process approach, improvement, decision-making based on evidence, relationship management. Ensuring these principles makes it possible to manage the quality of enterprises, including the hotel and restaurant industry. The quality management of hotel and restaurant services is considered as a set of interconnected subjects, objects, principles, methods and functions of management, focused on the development and satisfaction of quality requirements and reduction of its costs. Ukraine has a significant potential in the development of hotel and restaurant services. The expansion of the hotel and restaurant business infrastructure is required as well as the establishment of institutions for employees’ training and retraining. The priority is to develop the country’s own regulatory framework that would regulate the quality of services in this area. The quality management system of hotel and restaurant services must guarantee the customer’s requests satisfaction while being served in the hotel and restaurant at all stages and at all levels. Therefore, the issue of development and practical application of the enterprises’ internal standards which determine the general components of the hotel and restaurant services quality is of great importance.

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28

Hughey, Aaron W. "Application of the Deming Philosophy to Higher Education". Industry and Higher Education 14, n.º 1 (febrero de 2000): 40–44. http://dx.doi.org/10.5367/000000000101294841.

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A brief overview of the historical significance of the work of W. Edwards Deming, one of the originators of Total Quality Management (TQM), is provided. The essence of the Deming philosophy is that quality must be the pre-eminent consideration in any strategy aimed at long-term success. Within this context, the idea of what constitutes true quality in higher education is discussed followed by an explanation of how Deming's famous ‘14 points’ are as applicable to colleges and universities as they are to business and industry. The author then explains how the ‘14 points’ can be used as a framework for ensuring quality, customer satisfaction and greater accountability within the collegiate environment.

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Pratt, D. J. "British Standard (BS) 5750 - quality assurance?" Prosthetics and Orthotics International 19, n.º 1 (abril de 1995): 31–36. http://dx.doi.org/10.3109/03093649509078229.

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BS5750 is the British Standard on “Quality Systems”. Its equivalent in European Standards is EN29000 and in the International Standards Organisation ISO9000. This paper points out that these standards lay down formalised procedures and require documentation but do not ipso facto lead to quality assurance. The author points to the Japanese post-war industrial success as being an example of Total Quality Management within the framework provided by the philosophy of Dr. W. Edwards Deming (1988 and 1993). This philosophy on the management of “systems” to provide high quality products and services is briefly outlined. The author argues that improvement in prosthetic and orthotic services will not be reached through implementation of BS5750 but rather through radical rethinking and the adoption and application of the Deming philosophy.

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Gartner, William B. y M. James Naughton. "The Deming Theory of ManagementA review of Out of the Crisis, by Deming W. Edwards. Cambridge, MA: MIT Center for Advanced Engineering Study, 1986, 500 pp., $60.00, cloth;Deming Guide to Achieving Quality and Competitive Position, by Gitlow Howard W. & Gitlow Shelly J.. Englewood Cliffs, NJ: Prentice-Hall, 1986, 192 pp., $24.95, cloth;The Keys to Excellence: The Story of the Deming Philosophy, by Mann Nancy. Santa Monica, CA: Preswick Books, 1986, 155 pp., $16.95, cloth;The Deming Route to Quality and Productivity: Roadmaps and Roadblocks, by Scherkenbach William W.. Milwaukee, WI: American Society for Quality Control, 1986, 149 pp., $25.00, cloth;The Deming Management Method, by Walton Mary. New York: Dodd, Mead, & Company, 1986, 288 pp., $9.95, cloth." Academy of Management Review 13, n.º 1 (enero de 1988): 138–42. http://dx.doi.org/10.5465/amr.1988.4306817.

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Wiegard-Szramek, Ina. "Buch des fnb e. V." Dialyse aktuell 23, n.º 09 (noviembre de 2019): 382. http://dx.doi.org/10.1055/a-0969-0513.

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Eine der Grundlagen eines funktionierenden Qualitätsmanagementsystems (QM-System) ist der PDCA-Zyklus. Der amerikanische Qualitätsexperte W. Edwards Deming entwickelte in den 1950er-Jahren die Methode „Plan – Do – Check – Act“ als Mittel zur ständigen Verbesserung. In Deutschland wird manchmal durch die Übersetzung auch vom PTCA-Zyklus gesprochen, die Anfangsbuchstaben stehen dabei für Planen, Tun, Checken und Agieren. Die Forderung nach einem Verbesserungsprozess hat die Kollegen des fnb e. V. bewogen, 12 Jahre nach der ersten Auflage des QM-Buches in einer neu gebildeten Arbeitsgruppe unter der Leitung von Udo Franzke das QM-Buch zu überarbeiten, zu aktualisieren und neueste Entwicklungen zu berücksichtigen.

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32

Little, John H. "Administrative Man Faces the Quality Transformation: Comparing the Ideas of Herbert A. Simon and W. Edwards Deming". American Review of Public Administration 24, n.º 1 (marzo de 1994): 67–84. http://dx.doi.org/10.1177/027507409402400104.

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Knouse, Stephen B. y Kerry D. Carson. "W. Edwards deming and frederick winslow taylor: A comparison of two leaders who shaped the world's view of management". International Journal of Public Administration 16, n.º 10 (enero de 1993): 1621–58. http://dx.doi.org/10.1080/01900699308524863.

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Byrnes, DHum, John D. "Measuring human aggression: How to identify someone who intends to do harm". Journal of Emergency Management 1, n.º 2 (1 de julio de 2003): 39. http://dx.doi.org/10.5055/jem.2003.0020.

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According to the New York Post, New York police officers are to be on the lookout for “men who appear freshly shaven with cuts or nicks-which could indicate a beard had just been removed-as well as anyone with ill-fitting uniforms or ‘unfamiliar forms’ of identification.” 1 American citizens are anxious about their futures, partly because of the inability to identify a terrorist. Consulting statistician W. Edwards Deming popularized the phrase, “If you can’t measure it, you can’t manage it.”As part of a mission to prevent human aggression, the author has developed a means of measuring aggression, for use in schools, businesses, and government agencies. After September 11, 2001, these principles of measurement were extended to include identifying a terrorist. This article describes the Complete Aggression Continuum, as well as how and why measuring aggression works.

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Gaber, Mohamed y Edward J. Lusk. "Adaptive Cost Accounting Control: Issues in Realizing Deming Synergy". International Business Research 11, n.º 3 (12 de febrero de 2018): 76. http://dx.doi.org/10.5539/ibr.v11n3p76.

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We report on a consultation addressing the re-configuration of a Standards Cost Accounting System of a major MNC. We identified two fundamental theoretical issues pertinent to this re-configuration: Their Standards Cost Accounting [SCA] System was (1) not adaptive within their control time frame, and (2) the holistic systemic protocols espoused by W. Edwards Deming were not used to condition the decision-making framework addressing control. We developed an adaptive Decision Support System [SCA:DSS] that offered the following integrated systemic features: (i) The SCA:DSS is parametrized using the Marketing/Sales sub-budget as approved by corporate-level management and (ii) is used to set the control standards for direct Materials & Labor costs and ABC related allocations, (iii) A detailed interactive profiling of production activity is produced at a time when adaptive corrective actions would still be reasonably possible, and (iv) Adaptive: Best, Stasis and Corrective Action Cases regarding the effect of these corrective actions on the contribution margin are displayed. However, even given the adaptive design features and the explicit designs to effect holistic integration over the pilot division and the central headquarters of the firm, the SCA: DSS failed to be implemented. We offer valuable insights into this failure-to-launch that may be indispensable in effecting a synergetic environment where adaptive holistic cost control may be realized. In this paper all of the technical functionalities of the SCA: DSS are detailed and a working illustration is provided. The SCA: DSS is offered as a free download without restrictions to its use.

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Winterbottom, Alan. "Out of the crisis, W. Edwards deming, mit/caes (centre for advanced engineering study), 1986. number of pages: 510. price: $49.00". Quality and Reliability Engineering International 4, n.º 1 (enero de 1988): 82. http://dx.doi.org/10.1002/qre.4680040119.

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Does, Ronald J. M. M. y Albert Trip. "The Impact of Statistics in Industry and the Role of Statisticians". Austrian Journal of Statistics 30, n.º 1 (3 de abril de 2016): 7–20. http://dx.doi.org/10.17713/ajs.v30i1.493.

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The use of statistics in quality management has a long history. Pioneers in this field, such as Walter A. Shewhart and W. Edwards Deming, refer to themselves as industrial statisticians. Statistical thinking in industry means that all work is regarded as a series of interconnected processes, that all processes show variation, and that a reduction in variation is the key for continuous improvement. In literature we find several quantitative quality programs to achieve this. We may mention Statistical Process Control (SPC)and the Six Sigma quality program, among others. We have implemented Statistical Process Control and Six Sigma in several industries. In this paper we briefly describe the philosophies of both programs and the steps needed for a successful implementation. Based on practical experience with both programs we describe the role that a statistician can play in industry. We shall also give an overview of research initiated by the projects we have carried out.

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Halpin, Daniel W. y Rong-Yau Huang. "A process-based approach to value-added construction — the CYCLONE/DISCO system". Canadian Journal of Civil Engineering 22, n.º 6 (1 de diciembre de 1995): 1063–71. http://dx.doi.org/10.1139/l95-124.

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Recently, the study of processes and of non value-adding tasks at the process level has enjoyed a renaissance in the manufacturing sector because of the emphasis on total quality management and the work of W. Edwards Deming and others. Interest by the construction industry in the study of processes at this level has been negligible. In order to achieve better quality in construction, the industry must become more process oriented and involved in the study of resource interaction. The CYCLONE modeling system provides an environment for flow charting and studying the interaction of resources within a construction process. The DISCO program which is integrated with the CYCLONE modeling system provides a graphical modeling and simulation environment which facilitates the analysis of construction operations using simulation techniques. The CYCLONE modeling format and the DISCO program interface constitute a foundation upon which improved process design and efficiency can be established. Key words: construction management, simulation, flow modeling, computer methods, construction processes.

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CONNOR, P. D. T. O'. "Quality, Productivity and Competitive Position, W. Edwards Deming, Massachusetts Institute of Technology. Center for Advanced Engineering Study, 1982. No. of pages: 373". Quality and Reliability Engineering International 2, n.º 4 (octubre de 1986): 274. http://dx.doi.org/10.1002/qre.4680020421.

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Souza Junior, Paulo Antonio de, Flávio Henrique Silva Grilo y Helber Felippe de Oliveira. "MATRIZ A3 – UMA ABORDAGEM ACERCA DAS DIFERENTES COMPLEXIDADES DOS PROBLEMAS". Revista Latino-Americana de Inovação e Engenharia de Produção 4, n.º 6 (28 de diciembre de 2016): 43. http://dx.doi.org/10.5380/relainep.v4i6.43241.

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Idealizado na década de 20 por Walter A. Shewhart, amplamente divulgado nos anos 50 por W. Edwards Deming e aplicado sistematicamente na indústria japonesa, mais especificamente na montadora de automóveis Toyota, o ciclo PDCA (Plan – Do – Check – Action) tem demonstrado que sua utilização na solução de problemas e na melhoria contínua aplicada se mostra muito eficaz, pois apresenta um modelo lógico e de fácil entendimento além de uma proposta de padronização que é o ponto fundamental para não reincidência dos problemas e a sustentação das melhorias a longo prazo. Diversas nomenclaturas têm sido utilizadas para difundir sua aplicação no mercado, principalmente no automotivo. Um dos mais conhecidos métodos de solução de problemas baseado no ciclo PDCA têm sido a matriz A3. O objetivo desse artigo é demonstrar a aplicação prática do ciclo PDCA por meio da matriz A3 em uma empresa do ramo automotivo, cujo modelo de matriz a ser utilizada depende da complexidade do problema a ser solucionado. Pautado por pesquisa bibliográfica e apresentação de formulários ilustrativos, este artigo torna-se uma excelente fonte de pesquisa para profissionais do ramo industrial e do meio acadêmico que buscam maior entendimento sobre a metodologia em questão.

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Fogarty, David J. "The Evolution of Competing Using Analytics". Research in Economics and Management 1, n.º 2 (14 de septiembre de 2016): 103. http://dx.doi.org/10.22158/rem.v1n2p103.

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Competing using analytics is often heralded as a new concept spurned by advances in high-speed<br />computing, the digital age and the internet. However, evidence for using analytics as the basis for<br />gaining a competitive advantage exists much earlier. In his key paper written in 1953 William Edwards<br />Deming wrote that better quality through the use of statistical techniques can lead to a competitive<br />advantage for firms. He also pointed out that for a more effective use of these techniques, top<br />management should not only become familiar with the results of statistical methods; they should study<br />also the problems of organization by which to achieve a wider and more effective use of these methods.<br />Similarly, quality guru Joseph Juran also a Deming contemporary noted that the Japanese learned to<br />compete on quality which is something the Americans did not understand until it was too late and they<br />lost market share.<br />This paper explores Juran’s and Deming’s thoughts on competing on quality and evaluates its<br />usefulness and lessons to the modern post-industrial world and one in which BIG DATA is being<br />collected and used by many firms across a variety of industries in an effort to develop a competitive<br />advantage from the use of statistical analysis. It also debunks the common misconception that<br />competing on analytics is something new and novel which represents a call to action for managers in<br />analytically challenged companies since they will now be under investing in function that has been<br />around for over half a century.

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Jurus, M. "Un psychiatre au pays de l’HAS ou le soin face à la santé". European Psychiatry 30, S2 (noviembre de 2015): S83. http://dx.doi.org/10.1016/j.eurpsy.2015.09.368.

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L’expérience de participer à des formations organisées par la HAS permet d’observer ce qui guide la politique de cette structure. La première surprise vient du constat que la définition originale de l’EBM qui encourage l’intégration des meilleures données de la science à la compétence clinique du soignant et aux valeurs du patient n’est même pas respectée pour privilégier uniquement la science. Nous observons que le caractère scientifique de l’HAS est labélisé en psychiatrie essentiellement sur les investigations statistiques : randomisation, double aveugle et cohorte significative avec une méthodologie parfaite. Les interprétations mériteraient la même rigueur. Il faut observer que les aspects médicaux ne représentent qu’une partie de ce qu’il faut intégrer. Le reste vient des sciences économiques avec des notions comme la roue de Deming qui tire son nom du statisticien William Edwards Deming qui l’a rendue populaire dans les années 1950, en présentant l’outil à la Fédération des organisations économiques japonaises pour la mise en place d’un plan stratégique de qualité. La trompeuse notion de démarche qualité est une référence au taylorisme. Nous devons quitter le monde de l’artisanat du soin pour la production de masse avec une organisation rentable de la santé pour obtenir la meilleure efficience basée sur l’analyse scientifique des processus de travail des cliniciens. Fort de cette observation, nous pouvons craindre que l’HAS ne s’intéresse peu à la clinique et à la science mais plutôt à la recherche de primes à la performance. Ce n’est pas le diagnostic, le malade ou le médecin qui sont importants mais plutôt une planification rentable pour les assureurs de la santé. Le malade qui a payé pour être assuré de bons soins passe au deuxième plan. HAS ne veut pas dire Haute Autorité du soin.

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Tuttle, Thomas C. "The Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America—The Stories of Ford, Xerox, and GMThe Man Who Discovered Quality: How W. Edwards Deming Brought the Quality Revolution to America—The Stories of Ford, Xerox, and GM By GaborAndrea. New York: Times Books, Division of Random House, 1990—336 pages. $21.95". Academy of Management Perspectives 5, n.º 2 (febrero de 1991): 98–100. http://dx.doi.org/10.5465/ame.1991.4274692.

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O'Connor, P. D. T. "The new economics, W. Edwards Deming, MIT Center for Advanced Engineering Study, 1993. (Available in the U.K. from the British Deming Association, 2 Castle Street, Salisbury, Wilts SP1 1BB. Fax 0722 331313). Number of pages: 240. Price: £33.53". Quality and Reliability Engineering International 10, n.º 3 (1994): 251. http://dx.doi.org/10.1002/qre.4680100318.

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Peck, Kim y John Pelley. "Quality Improvement in Healthcare: Personality Type and Mindfulness as Determinants". Open Medicine Journal 4, n.º 1 (30 de septiembre de 2017): 35–47. http://dx.doi.org/10.2174/1874220301704010035.

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Background: The emphasis on “quality” in the design of a management system for an organization was originally introduced through the work of W. Edwards Deming [1] who initially developed his QI principles to help the Toyota Motor Company increase their sales by improving the quality of their product. However, he also saw that these ideas could be applied to management of other types of organizations, such as health care organizations. Review: When applied to a clinical practice, QI is implemented by evaluation of structured clinical and administrative data [2], producing a “mindfulness” about QI that gives attention to several key principles: (i) focusing on data, (ii) care of patients, (iii) team problem solving, and ( iv) healthcare delivery processes that are similar for both the organization and for individual physician-patient relationship. In all instances, the effectiveness of an entire QI program is compromised if any of these principles is missing or inadequate. Such a deficiency is avoided best through a functional knowledge of personality type that increases communication at all levels. This creates a critically important organizational mindfulness for more effective QI team function and also for a more effective physician-patient encounter. The result is increased quality of outcomes at the individual patient level as well as the organizational level. Conclusion: The trend toward inclusion of mindfulness in healthcare develops an improved awareness of how well procedures, medications, and advice are provided.

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RUTHERFORD, MALCOLM. "THE USDA GRADUATE SCHOOL: GOVERNMENT TRAINING IN STATISTICS AND ECONOMICS, 1921–1945". Journal of the History of Economic Thought 33, n.º 4 (diciembre de 2011): 419–47. http://dx.doi.org/10.1017/s1053837211000265.

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The USDA Graduate School was founded in 1921 to provide statistical and economic training to the employees of the Department of Agriculture. The school did not grant degrees, but its graduate courses were accepted for credit by a significant number of universities.In subsequent years, the activities of the school grew rapidly to provide training in many different subject areas for employees from almost all federal departments. The training in statistics provided by the school was often highly advanced (instructors included Howard Tolley and, later, Edwards Deming), while the economics taught displayed an eclectic mix of standard and institutional economics. Mordecai Ezekiel taught both economics and statistics at the school, and had himself received his statistical training there. Statistics instruction in 1936 and 1937 included seminar series from R.A. Fisher and J. Neyman, and courses on the probability approach to sampling involving Lester Frankel and William Hurwitz became important after 1939. The instruction in economics was noticeably institutionalist in the period of the New Deal. Towards the end of the period considered here, the instruction in economics became narrower and more focused on agricultural economics.The activities of the school provide a basis for understanding some of the sources of the relative statistical sophistication of agricultural economists and of the statistical work done in government in the interwar period. It is noteworthy than within the USDA Graduate School, and in contrast to the Cowles Commission, statistical sophistication coexisted with an approach to economics that was not predominantly neoclassical. It also provides a light on the place of institutional economics in the training of government economists through the same time span.

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Graessley, William W. "Commentary: Reflections on “Some phenomenological consequences of the Doi-Edwards theory of viscoelasticity,” by William W. Graessley,J. Polym. Sci., Polym. Phys. Ed., 18, 27 (1980)". Journal of Polymer Science Part B: Polymer Physics 34, n.º 16 (20 de septiembre de 1996): 2663–64. http://dx.doi.org/10.1002/polb.1996.948.

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Colby, Ralph H. "Perspective: Comments on “Some phenomenological consequences of the Doi-Edwards theory of viscoelasticity,” by William W. Graessley,J. Polym. Sci., Polym. Phys. Ed., 18, 27 (1980)". Journal of Polymer Science Part B: Polymer Physics 34, n.º 16 (20 de septiembre de 1996): 2665–66. http://dx.doi.org/10.1002/polb.1996.949.

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Nurdin, Burhan. "Optimization of Service Field of Communications, Information Technology, Coding and Statisticson The Government of District Cianjur". International Journal of Educational Research & Social Sciences 2, n.º 3 (29 de junio de 2021): 482–87. http://dx.doi.org/10.51601/ijersc.v2i3.82.

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The Office of Communication, Informatics, Encryption and Statistics of Cianjur Regency is an institution engaged in the field of communication, information, coding and statistics that helps local governments in serving the people of Cianjur. Although according to the establishment of the Office of Communication, Informatics, Encryption and Statistics, it has been around for a long time, nevertheless it is still faced with problems that require resolution. If the problem is classified, it is related to the lack or weakness of services in the fields of communication, informatics and coding. This situation makes the management team plan, and formulate what actions are appropriate to overcome this problem. The theory used in this research is the theory of Plan, Do, Check, Action by W. Edwards Deming and Walter Shewhart. The research approach used is qualitative, with descriptive analytical methods.This study resulted in a discussion that the Cianjur Regency Communication, Informatics, Codification and Statistics Office carried out planning efforts in managerial terms, improving e-government service facilities and infrastructure, expanding the power and space of information communication media, increasing the intensity of dissemination and distribution of information on government administration, technical review of the general plan of the space pattern for the placement of wireless communication infrastructure within the framework of controlling the construction of telecommunications towers, and preparation of a technical study on the general plan of communication infrastructure as a reference for policies and development of communication, informatics, coding and statistics The strategy for developing communication, informatics, coding and statistics is directed at structuring the implementation of dissemination and distribution of information on governance and development through updating e-government activities, building outdoor information media, revitalizing radio broadcast transmittance, developing Cianjur Satu Data, Cianjur Regency and developing data compliance. Cianjur Regency macro indicators as well as fulfillment of coding information services.

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Blasingame, Tom. "Survive, Revive, Thrive: Chapter 5: Shakedown Cruise". Journal of Petroleum Technology 73, n.º 03 (1 de marzo de 2021): 6–7. http://dx.doi.org/10.2118/0321-0006-jpt.

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I am very resourceful, as any woman would be. - Valentina Tereshkova, Russian cosmonaut, born 1937 (first woman in space, Vostok 6, 16 June 1963) What is a Shakedown Cruise? Learning is not compulsory ... neither is survival. - W. Edwards Deming, American engineer, 1900-1993 (His management practices revived Japan.) For those unfamiliar, a “shakedown cruise,” also known as a sea trial, is performed to test a ship’s operational systems, both mechanical and human. I became painfully aware of the term “shakedown” when I went on my first trip to the Charles L. Sommers Canoe Base operated by the Boy Scouts in northern Minnesota in 1974. The guides had us (literally) dump everything out of our travel bags and then selected only the essential items we could take. Weight was at a premium, and, if I may confess, I did lie a little about my age. The minimum age was 12, and I turned 12 during the trip, but it was a brutal physical experience for us. We were left with a compass, a few utensils for eating, a sleeping bag, and one change of clothes. I actually recall drinking, eating, and cooking out of a single stainless steel cup. Bluntly, I don’t think I have ever been colder, hungrier, or more tired in my life. But, of course, the guides were correct. You only need the essentials to survive. Many of you are probably thinking, “I’ll bet I know where he is going with this …,” and you are right. As individuals and as an industry, we need to focus on the essentials. Our industry is on a shakedown cruise like no other in our history. We must jettison the nonessentials and test the machinery (i.e., our technical knowledge and capabilities) as we restart and re-engage. Most importantly, we must focus on those actions/paths that ensure our effectiveness, efficiency, and long-term survival. At SPE, we, too, are in shakedown mode, which has been painful for all and excruciating for some. We have had to redirect resources, and, perhaps most importantly, we have had to focus on the reality that our business model must undergo substantial changes. The essentials will remain, such as technical conferences, workshops, and our primary intellectual asset, technical publications. However, assistance to sections and student chapters has been reduced, as well as support for academic and public service programs. The reality is that SPE is financially sound, but, like any ship in a storm, it has to batten its hatches and, if the pandemic prevails, make further program reductions. On a positive note, SPE has been able to avoid reducing its workforce, as we have created a financial path that avoids personnel reductions. As the 2021 SPE President, I congratulate the SPE’s senior management for their efforts to achieve this outcome.

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