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Rejoinder -- Revisiting Deming's 14 Points in Light of Japanese Business Practices

Summary: I wish to thank QMJ editor George Easton for this opportunity to engage in an intellectual exchange with two highly respected scholars in the field, Professors H. Thomas Johnson and William A. Golomski. Thanks to both gentlemen for evaluating my article and offering their insightful observations.In responding to their concerns, I wish to note, first, that I am all too aware that my article is not based on empirical evidence and that it has a tendency to overgeneralize that nature of American and Japanese organizations. I do understand that some American companies behave much like Japanese ones and that some Japanese companies are marked by behavioral traits that seem more characteristic of American firms. Nevertheless, my intention was to capture the most characteristic differences between the Japanese and American models on the basis of their histories and cultures rather than to focus on the specific details within each model. My aim was to depict and contrast the most salient characteristics of these two models. Furthermore, these simplified models of Japanese and American companies, stripped down to the essentials, as it were, help to highlight the most telling aspects of the influence of Deming's teachings.

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  • Author: Yoshida, Kosaku
  • Journal: Quality Management Journal