Deming 14 points survey 2010 from john cachat

ResponseResponseResponseResponse
PercentPercentPercentPercent
CountCountCountCount
5.7% 7
17.1% 21
51.2% 63
24.4% 30
1.6% 2
0
123123123123
3333skipped questionskipped questionskipped questionskipped question
Answer OptionsAnswer OptionsAnswer OptionsAnswer Options
I Don't Know
Great
answered questionanswered questionanswered questionanswered question
How well has your organization "Created a constancy of purpose toward improvement ofHow well has your organization "Created a constancy of purpose toward improvement ofHow well has your organization "Created a constancy of purpose toward improvement ofHow well has your organization "Created a constancy of purpose toward improvement of
product and service, with the aim to become competitive and stay in business, and toproduct and service, with the aim to become competitive and stay in business, and toproduct and service, with the aim to become competitive and stay in business, and toproduct and service, with the aim to become competitive and stay in business, and to
provide jobs?"provide jobs?"provide jobs?"provide jobs?"
Poor
World Class
Other (please specify)
Deming's 14 Points - Implementation Status 2010Deming's 14 Points - Implementation Status 2010Deming's 14 Points - Implementation Status 2010Deming's 14 Points - Implementation Status 2010
Good
His principles turned Japan from a junk producer to a very high quality minded production
entity. If our American car producers - namely GM and Chrysler, and to some extent Ford,
had followed Demings 14 points they would be in a lot better shape today. I quit buying U.S.
made cars some years ago and have said that when they get the quality equal or better
than the Japanese cars I would start buying American again. I hope that happens in my
lifetime. "Don Graham"
Chris Paplanus • The new ISO standards are headed in the right direction. Instead of
measuring complinace in terms of management structure and output, the focus is on
continuous improvement, measureables are attained in terms of quality improvement
initiatives. I beleive that communication, cooperation, empowerment, combined with the
"honored guest" concept need to be implemented.
Stewart Elliot • I think in North America we need to provide customers with "more than they
asked for". They want a Quality Product delivered on time to their location so they can
build vehicles to sell them to their customers.
Gerhard W. Kessler • I underline Stewart´s comment and as germany´s top management
trainer and success coach, Joerg Loehr always says : We do not need customers-we need
fans ! We need to be open, emotional and our goal is, to be positive and make it better
every sinlge day
Quality and service is the customer´s expectation - and for quality and leadtime "we need to
think Deming "
Gregory Burnworth, MBA • too many "top execs" bluntly say we are in business to make
money or worse yet "add shareholder value." Any business that adopts that purpose will not
make it long-term.
John Cachat johncachat@hotmail.com Deming 14 Points Survey 2010

Martin Wuensche • His plan, do,check, act continuous improvement cycle is basically the
foundation of both ISO 9001:2008 as well as ISO 14001 standards. Most companies today
are certified to these standards and some even retain some aspects of the TQM movement.
In essence, companies have kept the portions of Deming they liked and tossed the rest out
with the bath water. In my opinion, though, it was some of the softer aspects of his
philosophy that were the most profound. For instance, point #1, Create constancy of
purpose toward improvement of product and service, with the aim to become competitive
and stay in business , and to provide jobs. For today’s business’s this could be rewritten to
“Provide constancy of purpose for focusing on profitability for the quarter”. Point #12
“Remove barriers that rob the worker of his pride of workmanship”. Most companies today
do not do this very effectively and many times it seems they do just the opposite.
Martin Wuensche • Companies, today, do need Deming as much as much as Japan did in
the 1950’s but not necessarily the technical aspects of his philosophy. Most companies
today have adopted many, if not all, of the technical aspects as the implementation
improved both quality and productivity. The softer philosophy has basically been rejected,
as to really implement it, would require a total shift in the modern paradigm of business
management. It’s very difficult to provide “Constancy of Purpose” as Deming envisioned it,
when the most important measurement of your company is the profitability for the previous
quarter!
Tony Brown • Dr Deming's message is timeless. His forces of destruction diagram depicts
the curent economic crisis.

5.7% 7
14.8% 18
45.1% 55
32.0% 39
2.5% 3
0
122122122122
I Don't Know
Great
How well has your organization adopted a new philosophy? "We are in a new economicHow well has your organization adopted a new philosophy? "We are in a new economicHow well has your organization adopted a new philosophy? "We are in a new economicHow well has your organization adopted a new philosophy? "We are in a new economic
age. Management must awaken to the challenge, must learn their responsibilities, andage. Management must awaken to the challenge, must learn their responsibilities, andage. Management must awaken to the challenge, must learn their responsibilities, andage. Management must awaken to the challenge, must learn their responsibilities, and
take on leadership for change."take on leadership for change."take on leadership for change."take on leadership for change."
Poor
World Class
Good
Chris Paplanus • I beleive the business world has lost sight of the reasons we do business.
The Japanes are on the right track. Their business model is to treat the customer as an
"honored guest". In America, the trend has been toward quantity vs quality.
Christian Paulsen • . I'd suggest that it's not too late if you consider where Japan was when
they embraced Deming. They embraced his philosophies because they were in shambles.
Shelia Johnson • Unfortunately, corporate demographics dictates that we do the same old
strategies until our leadership dead-weight retires. Mr. Deming's system rewards mixed
and layered approaches to problem solving. It also ask for accountability to the company,
the employees. Not asking, not listening, not adjusting to facts in your business
environment is illogical to Deming. How can you see a continuous improvement process
and reject it? It is like rejecting efficiency.
make it long-term.

Response PercentResponse PercentResponse PercentResponse Percent Response CountResponse CountResponse CountResponse Count
2.5% 3
13.9% 17
29.5% 36
50.0% 61
4.1% 5
2
122122122122
4444
NumberNumberNumberNumber Response DateResponse DateResponse DateResponse Date Other (please specify)Other (please specify)Other (please specify)Other (please specify) CategoriesCategoriesCategoriesCategories
1111 Nov 22, 2010 9:17 PMNov 22, 2010 9:17 PMNov 22, 2010 9:17 PMNov 22, 2010 9:17 PM we dont inspect, but we dont build quality in either.
2222 Nov 30, 2010 12:18 AMNov 30, 2010 12:18 AMNov 30, 2010 12:18 AMNov 30, 2010 12:18 AM They have ceased inspection without building quality in.
Good
skipped questionskipped questionskipped questionskipped question
I Don't Know
Great
asked for". They want a Quality Product delivered on time to their location so they can build
vehicles to sell them to their customers.
Gerhard W. Kessler • I underline Stewart´s comment and as germany´s top management trainer
and success coach, Joerg Loehr always says : We do not need customers-we need fans ! We
need to be open, emotional and our goal is, to be positive and make it better every sinlge day
think Deming "
strategies until our leadership dead-weight retires. Mr. Deming's system rewards mixed and
layered approaches to problem solving. It also ask for accountability to the company, the
employees. Not asking, not listening, not adjusting to facts in your business environment is
illogical to Deming. How can you see a continuous improvement process and reject it? It is like
rejecting efficiency.
How well has your organization "Ceased dependence on inspection to achieve quality byHow well has your organization "Ceased dependence on inspection to achieve quality byHow well has your organization "Ceased dependence on inspection to achieve quality byHow well has your organization "Ceased dependence on inspection to achieve quality by
eliminating the need for massive inspection by building quality into the product in the firsteliminating the need for massive inspection by building quality into the product in the firsteliminating the need for massive inspection by building quality into the product in the firsteliminating the need for massive inspection by building quality into the product in the first
place?"place?"place?"place?"
Poor
World Class

2.7% 3
14.4% 16
41.4% 46
36.9% 41
4.5% 5
1
111111111111
15151515
NumberNumberNumberNumber Response DateResponse DateResponse DateResponse Date
Other (pleaseOther (pleaseOther (pleaseOther (please
specify)specify)specify)specify)
CategoriesCategoriesCategoriesCategories
1111 Nov 23, 2010 12:59 PMNov 23, 2010 12:59 PMNov 23, 2010 12:59 PMNov 23, 2010 12:59 PM We do not get quotes from other suppliers.
Good
I Don't Know
Great
Owen Berkeley-Hill • The vast majority of managers in the West (not just in the USA)
has demonstrated a severe learning disability in what we call (laughingly) the
Knowledge Age. That is the great mystery which baffles me, particularly at a time when
access to markets has never been more open but global competition never more fierce.
How well has your organization "Ended the practice of awarding business on the basisHow well has your organization "Ended the practice of awarding business on the basisHow well has your organization "Ended the practice of awarding business on the basisHow well has your organization "Ended the practice of awarding business on the basis
of price tag by moving towards a single supplier for any one item, on a long-termof price tag by moving towards a single supplier for any one item, on a long-termof price tag by moving towards a single supplier for any one item, on a long-termof price tag by moving towards a single supplier for any one item, on a long-term
relationship of loyalty and trust?"relationship of loyalty and trust?"relationship of loyalty and trust?"relationship of loyalty and trust?"
Poor
World Class

6.4% 7
14.5% 16
41.8% 46
33.6% 37
3.6% 4
0
110110110110
16161616
Good
I Don't Know
Great
every sinlge day
think Deming "
How well does your organization "Improve constantly and forever the system ofHow well does your organization "Improve constantly and forever the system ofHow well does your organization "Improve constantly and forever the system ofHow well does your organization "Improve constantly and forever the system of
production and service, to improve quality and productivity, thus constantly decreasingproduction and service, to improve quality and productivity, thus constantly decreasingproduction and service, to improve quality and productivity, thus constantly decreasingproduction and service, to improve quality and productivity, thus constantly decreasing
costs?"costs?"costs?"costs?"
Poor
World Class

Martin Wuensche • His plan, do,check, act continuous improvement cycle is basically the
foundation of both ISO 9001:2008 as well as ISO 14001 standards. Most companies today
are certified to these standards and some even retain some aspects of the TQM movement.
In essence, companies have kept the portions of Deming they liked and tossed the rest out
with the bath water. In my opinion, though, it was some of the softer aspects of his
philosophy that were the most profound. For instance, point #1, Create constancy of
purpose toward improvement of product and service, with the aim to become competitive
and stay in business , and to provide jobs. For today’s business’s this could be rewritten to
“Provide constancy of purpose for focusing on profitability for the quarter”. Point #12
“Remove barriers that rob the worker of his pride of workmanship”. Most companies today
do not do this very effectively and many times it seems they do just the opposite.

2.7% 3
14.3% 16
38.4% 43
41.1% 46
3.6% 4
0
112112112112
14141414
Good
I Don't Know
Great
Owen Berkeley-Hill • The vast majority of managers in the West (not just in the USA) has
demonstrated a severe learning disability in what we call (laughingly) the Knowledge Age.
That is the great mystery which baffles me, particularly at a time when access to markets
has never been more open but global competition never more fierce.
How well has your organization implemented "On the job training?"How well has your organization implemented "On the job training?"How well has your organization implemented "On the job training?"How well has your organization implemented "On the job training?"
Poor
World Class

2.8% 3
10.3% 11
38.3% 41
46.7% 50
1.9% 2
0
107107107107
I Don't Know
Great
How well has your organization instituted leadership? "The aim of supervision should beHow well has your organization instituted leadership? "The aim of supervision should beHow well has your organization instituted leadership? "The aim of supervision should beHow well has your organization instituted leadership? "The aim of supervision should be
to help people and machines and gadgets to do a better job. Supervision of managementto help people and machines and gadgets to do a better job. Supervision of managementto help people and machines and gadgets to do a better job. Supervision of managementto help people and machines and gadgets to do a better job. Supervision of management
is in need of overhaul, as well as supervision of production workers."is in need of overhaul, as well as supervision of production workers."is in need of overhaul, as well as supervision of production workers."is in need of overhaul, as well as supervision of production workers."
Poor
World Class
Good
Owen Berkeley-Hill • Yes, but it is probably too late.
Deming was ignored by Detroit just before WWII ended; there was a brief flurry of
benchmarking visits to Japan in the late 70s when he was rediscovered by America; and
The Machine That Changed The World again caused a minor quake in 1990 followed by
Lean Thinking in 1996. But even with all these attempts to introduce a different leadership
philosophy the teachings of Deming and Lean are no more than a minority interest probably
as obscure as Morris Dancing.
Christian Paulsen • My bigger concern is that our state is not bad enough to wake up
enough leadership. I fear that we will have to hit a similar rock bottom to embrace anything
that requires sustained focus on the future. Maybe you would enjoy this blog post on
Deming's PDCA cycle: http://wp.me/pZiRD-pG
Shelia Johnson • Currently, Corporate America rewards 'yes-men' or like minds; short-term gains over
sustained health.

make it long-term.
Gregory Burnworth, MBA • The US mental model on business needs a radical shift. Worse
yet, it demonstrates a paradoxical disrespect to people because priorities and incentives
inside and outside the organization get misaligned. Messages get conflicted, people get
screwed, and leadership does not effectively lead. Most importantly, society does not
advance or benefit.

4.6% 5
14.7% 16
31.2% 34
47.7% 52
1.8% 2
0
109109109109
17171717
Good
I Don't Know
Great
Craig Cartmell • Not just America, we in Europe alsoneed to revisit the work of
this great man. I, for one, use many of his 14 Points on a daily basis, may
favourite being Drive Out Fear.
Owen Berkeley-Hill • If you did manage to resurrect Dr Deming (may he rest in peace) do
you think the vast majority would do any more than listen politely and then go back to
thinking up cunning ways to fiddle shareholder value?
Martin Wuensche • Companies, today, do need Deming as much as much as Japan did in
the 1950’s but not necessarily the technical aspects of his philosophy. Most companies
today have adopted many, if not all, of the technical aspects as the implementation
improved both quality and productivity. The softer philosophy has basically been rejected,
as to really implement it, would require a total shift in the modern paradigm of business
management. It’s very difficult to provide “Constancy of Purpose” as Deming envisioned it,
when the most important measurement of your company is the profitability for the previous
quarter!
How well has your organization "Driven out fear, so that everyone may work effectively forHow well has your organization "Driven out fear, so that everyone may work effectively forHow well has your organization "Driven out fear, so that everyone may work effectively forHow well has your organization "Driven out fear, so that everyone may work effectively for
the company?"the company?"the company?"the company?"
Poor
World Class

1.8% 2
14.7% 16
37.6% 41
45.0% 49
0.9% 1
0
109109109109
17171717
Good
I Don't Know
Great
How well has your organization broken down barriers between departments? "People inHow well has your organization broken down barriers between departments? "People inHow well has your organization broken down barriers between departments? "People inHow well has your organization broken down barriers between departments? "People in
research, design, sales, and production must work as a team to foresee problems ofresearch, design, sales, and production must work as a team to foresee problems ofresearch, design, sales, and production must work as a team to foresee problems ofresearch, design, sales, and production must work as a team to foresee problems of
production and in use that may be encountered with the product or service."production and in use that may be encountered with the product or service."production and in use that may be encountered with the product or service."production and in use that may be encountered with the product or service."
Poor
World Class

5.8% 6
12.5% 13
30.8% 32
44.2% 46
6.7% 7
1
104104104104
22222222
1111 Nov 23, 2010 2:36 PMNov 23, 2010 2:36 PMNov 23, 2010 2:36 PMNov 23, 2010 2:36 PM Doesn't apply in our organization.
Good
I Don't Know
Great
Steve Milner—I was never wholly comfortable with 10 & 11 though, preferring to support
whatever wit, charm, charisma, inspiration etc. the Leader might have with a solid
foundation of policy data, systems etc. How does one overcome the problem of long-
established fundamental ‘good practice’ becoming passé and having to deal with Marketing
people coming up with new themes?
Craig Cartmell • VSM & PFMEA the 'good practice', these two tools will soon show up the
weaknesses....
Martin Wuensche • The business situation in America today if very different than that which
existed in Japan in the 1950’s. There was no existing paradigm of management culture to
change or any really established systems. Deming’s principles were incorporated in the
TQM movement in which most companies participated. Point # 8 “Drive out fear” For
today’s business this could be rewritten “Fear is good, it improves productivity and profits,
particularly when we eliminate as many jobs as possible!”
How well has your organization "Eliminated slogans, exhortations, and targets for theHow well has your organization "Eliminated slogans, exhortations, and targets for theHow well has your organization "Eliminated slogans, exhortations, and targets for theHow well has your organization "Eliminated slogans, exhortations, and targets for the
work force asking for zero defects and new levels of productivity?"work force asking for zero defects and new levels of productivity?"work force asking for zero defects and new levels of productivity?"work force asking for zero defects and new levels of productivity?"
Poor
World Class

2.8% 3
11.3% 12
31.1% 33
46.2% 49
8.5% 9
0
106106106106
I Don't Know
Great
How well has your organization "Eliminated work standards (quotas) on the factory floorHow well has your organization "Eliminated work standards (quotas) on the factory floorHow well has your organization "Eliminated work standards (quotas) on the factory floorHow well has your organization "Eliminated work standards (quotas) on the factory floor
by substituting leadership through the elimination of management by numbers to meetby substituting leadership through the elimination of management by numbers to meetby substituting leadership through the elimination of management by numbers to meetby substituting leadership through the elimination of management by numbers to meet
numerical goals?"numerical goals?"numerical goals?"numerical goals?"
Poor
World Class
Good
Steve Milner—I was never wholly comfortable with 10 & 11 though, preferring to support whatever wit,
charm, charisma, inspiration etc. the Leader might have with a solid foundation of policy data, systems
etc. How does one overcome the problem of long-established fundamental ‘good practice’ becoming
passé and having to deal with Marketing people coming up with new themes?
Craig Cartmell • VSM & PFMEA the 'good practice', these two tools will soon show up the
weaknesses....
asked for". They want a Quality Product delivered on time to their location so they can
build vehicles to sell them to their customers.
every sinlge day
think Deming "
Shelia Johnson • Currently, Corporate America rewards 'yes-men' or like minds; short-term gains over
sustained health.

2.9% 3
8.6% 9
32.4% 34
52.4% 55
3.8% 4
2
105105105105
21212121
1111 Nov 22, 2010 9:50 PMNov 22, 2010 9:50 PMNov 22, 2010 9:50 PMNov 22, 2010 9:50 PM
2222 Nov 22, 2010 11:58 PMNov 22, 2010 11:58 PMNov 22, 2010 11:58 PMNov 22, 2010 11:58 PM
I Don't Know
Great
How well has your organization removed barriers that rob employees of their right toHow well has your organization removed barriers that rob employees of their right toHow well has your organization removed barriers that rob employees of their right toHow well has your organization removed barriers that rob employees of their right to
pride of workmanship? "The responsibility of supervisors must be changed from sheerpride of workmanship? "The responsibility of supervisors must be changed from sheerpride of workmanship? "The responsibility of supervisors must be changed from sheerpride of workmanship? "The responsibility of supervisors must be changed from sheer
numbers to quality. Removed barriers that rob people in management and innumbers to quality. Removed barriers that rob people in management and innumbers to quality. Removed barriers that rob people in management and innumbers to quality. Removed barriers that rob people in management and in
engineering of their right to pride of workmanship. This means abolishment of theengineering of their right to pride of workmanship. This means abolishment of theengineering of their right to pride of workmanship. This means abolishment of theengineering of their right to pride of workmanship. This means abolishment of the
annual or merit rating and of management by objectives."annual or merit rating and of management by objectives."annual or merit rating and of management by objectives."annual or merit rating and of management by objectives."
Poor
World Class
Good
I use the merit rating to reward employees with good
performance -- I can't see eliminating it.
Don't do reviews, but not due to removed barriers.
Owen Berkeley-Hill • If you did manage to resurrect Dr Deming (may he rest in peace)
do you think the vast majority would do any more than listen politely and then go back to
thinking up cunning ways to fiddle shareholder value?
Stewart Elliot • I think in North America we need to provide customers with "more than
they asked for". They want a Quality Product delivered on time to their location so they
can build vehicles to sell them to their customers.
trainer and success coach, Joerg Loehr always says : We do not need customers-we
need fans ! We need to be open, emotional and our goal is, to be positive and make it
better every sinlge day
Quality and service is the customer´s expectation - and for quality and leadtime "we
need to think Deming "

Martin Wuensche • Companies, today, do need Deming as much as much as Japan did
in the 1950’s but not necessarily the technical aspects of his philosophy. Most
companies today have adopted many, if not all, of the technical aspects as the
implementation improved both quality and productivity. The softer philosophy has
basically been rejected, as to really implement it, would require a total shift in the
modern paradigm of business management. It’s very difficult to provide “Constancy of
Purpose” as Deming envisioned it, when the most important measurement of your
company is the profitability for the previous quarter!
Shelia Johnson • Unfortunately, corporate demographics dictates that we do the same
old strategies until our leadership dead-weight retires. Mr. Deming's system rewards
mixed and layered approaches to problem solving. It also ask for accountability to the
company, the employees. Not asking, not listening, not adjusting to facts in your
business environment is illogical to Deming. How can you see a continuous
improvement process and reject it? It is like rejecting efficiency.
Gregory Burnworth, MBA • The US mental model on business needs a radical shift.
Worse yet, it demonstrates a paradoxical disrespect to people because priorities and
incentives inside and outside the organization get misaligned. Messages get conflicted,
people get screwed, and leadership does not effectively lead. Most importantly, society
does not advance or benefit.

1.9% 2
7.8% 8
33.0% 34
57.3% 59
0.0% 0
0
103103103103
23232323
Good
I Don't Know
Great
Gregory Burnworth, MBA • The US mental model on business needs a radical shift. Worse
yet, it demonstrates a paradoxical disrespect to people because priorities and incentives
inside and outside the organization get misaligned. Messages get conflicted, people get
screwed, and leadership does not effectively lead. Most importantly, society does not
advance or benefit.
How well has your organization "Instituted a vigorous program of education and self-How well has your organization "Instituted a vigorous program of education and self-How well has your organization "Instituted a vigorous program of education and self-How well has your organization "Instituted a vigorous program of education and self-
improvement?" NOTE--This should not be confused or associated with the practice ofimprovement?" NOTE--This should not be confused or associated with the practice ofimprovement?" NOTE--This should not be confused or associated with the practice ofimprovement?" NOTE--This should not be confused or associated with the practice of
getting employees certified.getting employees certified.getting employees certified.getting employees certified.
Poor
World Class

5.8% 6
5.8% 6
24.3% 25
41.7% 43
4.9% 5
17.5% 18
0
103103103103
23232323
Good
I Don't Know
Great
How well has your organization put everybody in the company to work to accomplish theHow well has your organization put everybody in the company to work to accomplish theHow well has your organization put everybody in the company to work to accomplish theHow well has your organization put everybody in the company to work to accomplish the
transformation? "The transformation is everybody's job."transformation? "The transformation is everybody's job."transformation? "The transformation is everybody's job."transformation? "The transformation is everybody's job."
Poor
Christian Paulsen • . I'd suggest that it's not too late if you consider where Japan was when
they embraced Deming. They embraced his philosophies because they were in shambles.
World Class
Did Not Undergo a Transformation

37.9% 36
18.9% 18
7.4% 7
14.7% 14
21.1% 20
95959595
What is your organization's annual revenue?What is your organization's annual revenue?What is your organization's annual revenue?What is your organization's annual revenue?
$501M to $1B
Less than $50M
$251M to $500M
Over $1B
$51M to $250M

14.3% 13
15.4% 14
0.0% 0
2.2% 2
0.0% 0
18.7% 17
11.0% 10
1.1% 1
3.3% 3
0.0% 0
4.4% 4
41.8% 38
37
91919191
35353535
NumberNumberNumberNumber Response DateResponse DateResponse DateResponse Date Other (please specify)Other (please specify)Other (please specify)Other (please specify) CategoriesCategoriesCategoriesCategories
1111 Nov 22, 2010 8:21 PMNov 22, 2010 8:21 PMNov 22, 2010 8:21 PMNov 22, 2010 8:21 PM manufacturing
2222 Nov 22, 2010 8:22 PMNov 22, 2010 8:22 PMNov 22, 2010 8:22 PMNov 22, 2010 8:22 PM Defense
3333 Nov 22, 2010 8:22 PMNov 22, 2010 8:22 PMNov 22, 2010 8:22 PMNov 22, 2010 8:22 PM medical device supplier &
archery equipment
manufacturer
4444 Nov 22, 2010 8:31 PMNov 22, 2010 8:31 PMNov 22, 2010 8:31 PMNov 22, 2010 8:31 PM Open Die Forgings
6666 Nov 22, 2010 8:33 PMNov 22, 2010 8:33 PMNov 22, 2010 8:33 PMNov 22, 2010 8:33 PM Oil and Gas Service Industry
7777 Nov 22, 2010 8:34 PMNov 22, 2010 8:34 PMNov 22, 2010 8:34 PMNov 22, 2010 8:34 PM Metal Fabrication
8888 Nov 22, 2010 8:39 PMNov 22, 2010 8:39 PMNov 22, 2010 8:39 PMNov 22, 2010 8:39 PM Packaging
9999 Nov 22, 2010 8:40 PMNov 22, 2010 8:40 PMNov 22, 2010 8:40 PMNov 22, 2010 8:40 PM manufactoring of plastic
medical componets.
10101010 Nov 22, 2010 8:41 PMNov 22, 2010 8:41 PMNov 22, 2010 8:41 PMNov 22, 2010 8:41 PM Mining Equipment
11111111 Nov 22, 2010 8:46 PMNov 22, 2010 8:46 PMNov 22, 2010 8:46 PMNov 22, 2010 8:46 PM boats
12121212 Nov 22, 2010 8:54 PMNov 22, 2010 8:54 PMNov 22, 2010 8:54 PMNov 22, 2010 8:54 PM Manufacturer of Commercial
Refrigeration Equipment
13131313 Nov 22, 2010 8:55 PMNov 22, 2010 8:55 PMNov 22, 2010 8:55 PMNov 22, 2010 8:55 PM Special wire forms, wire
hardware
14141414 Nov 22, 2010 9:09 PMNov 22, 2010 9:09 PMNov 22, 2010 9:09 PMNov 22, 2010 9:09 PM Manufacturing
15151515 Nov 22, 2010 9:21 PMNov 22, 2010 9:21 PMNov 22, 2010 9:21 PMNov 22, 2010 9:21 PM niche markets of components
used in commercial building
construction
16161616 Nov 22, 2010 9:24 PMNov 22, 2010 9:24 PMNov 22, 2010 9:24 PMNov 22, 2010 9:24 PM Medical Device Mfg.
17171717 Nov 22, 2010 10:12 PMNov 22, 2010 10:12 PMNov 22, 2010 10:12 PMNov 22, 2010 10:12 PM Electro Optical/Infared
18181818 Nov 23, 2010 7:35 AMNov 23, 2010 7:35 AMNov 23, 2010 7:35 AMNov 23, 2010 7:35 AM Energy Production
19191919 Nov 23, 2010 11:33 AMNov 23, 2010 11:33 AMNov 23, 2010 11:33 AMNov 23, 2010 11:33 AM Metrology
20202020 Nov 23, 2010 12:49 PMNov 23, 2010 12:49 PMNov 23, 2010 12:49 PMNov 23, 2010 12:49 PM Fabrication and Stamping
Software
Banking
Government (Fed, State, Local)
What is your Industry?What is your Industry?What is your Industry?What is your Industry?
Aerospace
Education
Insurance
Automotive
FDA Regulated
Other
Consulting
Healthcare
Electronics

21212121 Nov 23, 2010 1:03 PMNov 23, 2010 1:03 PMNov 23, 2010 1:03 PMNov 23, 2010 1:03 PM We supply product to various
industries.
22222222 Nov 23, 2010 1:30 PMNov 23, 2010 1:30 PMNov 23, 2010 1:30 PMNov 23, 2010 1:30 PM Service
23232323 Nov 23, 2010 1:53 PMNov 23, 2010 1:53 PMNov 23, 2010 1:53 PMNov 23, 2010 1:53 PM Mechanical contractor / Pipe
fabricator
24242424 Nov 23, 2010 1:56 PMNov 23, 2010 1:56 PMNov 23, 2010 1:56 PMNov 23, 2010 1:56 PM Specialty Chemicals and
Process Controls
25252525 Nov 23, 2010 2:38 PMNov 23, 2010 2:38 PMNov 23, 2010 2:38 PMNov 23, 2010 2:38 PM Electrical products
26262626 Nov 23, 2010 3:13 PMNov 23, 2010 3:13 PMNov 23, 2010 3:13 PMNov 23, 2010 3:13 PM Manufacturing
27272727 Nov 23, 2010 6:55 PMNov 23, 2010 6:55 PMNov 23, 2010 6:55 PMNov 23, 2010 6:55 PM Alternative Energy
28282828 Nov 23, 2010 8:48 PMNov 23, 2010 8:48 PMNov 23, 2010 8:48 PMNov 23, 2010 8:48 PM inter-city busing
29292929 Nov 23, 2010 9:14 PMNov 23, 2010 9:14 PMNov 23, 2010 9:14 PMNov 23, 2010 9:14 PM mfg
30303030 Nov 24, 2010 4:10 AMNov 24, 2010 4:10 AMNov 24, 2010 4:10 AMNov 24, 2010 4:10 AM Oil & Mineral Eqpt.
31313131 Nov 24, 2010 6:14 PMNov 24, 2010 6:14 PMNov 24, 2010 6:14 PMNov 24, 2010 6:14 PM Plastics
32323232 Nov 24, 2010 10:43 PMNov 24, 2010 10:43 PMNov 24, 2010 10:43 PMNov 24, 2010 10:43 PM Building Trade
33333333 Nov 28, 2010 9:26 PMNov 28, 2010 9:26 PMNov 28, 2010 9:26 PMNov 28, 2010 9:26 PM MANUFACTURING
34343434 Nov 29, 2010 4:49 PMNov 29, 2010 4:49 PMNov 29, 2010 4:49 PMNov 29, 2010 4:49 PM marketing and manufacturing
cleaning products
36363636 Nov 30, 2010 12:27 AMNov 30, 2010 12:27 AMNov 30, 2010 12:27 AMNov 30, 2010 12:27 AM Manufacturing Fluid Handling
Equipment
37373737 Dec 1, 2010 8:51 PMDec 1, 2010 8:51 PMDec 1, 2010 8:51 PMDec 1, 2010 8:51 PM Power Packaging and Metal
Fabrication

Deming 14 points survey 2010 from john cachat

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Deming 14 points survey 2010 from john cachat