deming 14 points survey 2010 from john cachat

Response Response Response Response PercentPercentPercentPercent

Response Response Response Response CountCountCountCount

5.7% 717.1% 2151.2% 6324.4% 301.6% 2

0123123123123

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 of How well has your organization "Created a constancy of purpose toward improvement of How well has your organization "Created a constancy of purpose toward improvement of How 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 to product and service, with the aim to become competitive and stay in business, and to product and service, with the aim to become competitive and stay in business, and to product 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 [email protected] 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% 714.8% 1845.1% 5532.0% 392.5% 3

0122122122122



I Don't Know

Great


How well has your organization adopted a new philosophy? "We are in a new economic How well has your organization adopted a new philosophy? "We are in a new economic How well has your organization adopted a new philosophy? "We are in a new economic How 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, and age. Management must awaken to the challenge, must learn their responsibilities, and age. Management must awaken to the challenge, must learn their responsibilities, and age. 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

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 • 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.



Response PercentResponse PercentResponse PercentResponse Percent Response CountResponse CountResponse CountResponse Count

2.5% 313.9% 1729.5% 3650.0% 614.1% 5

2122122122122

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





How well has your organization "Ceased dependence on inspection to achieve quality by How well has your organization "Ceased dependence on inspection to achieve quality by How well has your organization "Ceased dependence on inspection to achieve quality by How 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 first eliminating the need for massive inspection by building quality into the product in the first eliminating the need for massive inspection by building quality into the product in the first eliminating the need for massive inspection by building quality into the product in the first place?"place?"place?"place?"

Poor

World Class





2.7% 314.4% 1641.4% 4636.9% 414.5% 5

1111111111111

15151515

NumberNumberNumberNumber Response DateResponse DateResponse DateResponse DateOther (please Other (please Other (please Other (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 basis How well has your organization "Ended the practice of awarding business on the basis How well has your organization "Ended the practice of awarding business on the basis How 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-term of price tag by moving towards a single supplier for any one item, on a long-term of price tag by moving towards a single supplier for any one item, on a long-term of 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% 714.5% 1641.8% 4633.6% 373.6% 4

0110110110110

16161616


Good



I Don't Know

Great





How well does your organization "Improve constantly and forever the system of How well does your organization "Improve constantly and forever the system of How well does your organization "Improve constantly and forever the system of How well does your organization "Improve constantly and forever the system of production and service, to improve quality and productivity, thus constantly decreasing production and service, to improve quality and productivity, thus constantly decreasing production and service, to improve quality and productivity, thus constantly decreasing production 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% 314.3% 1638.4% 4341.1% 463.6% 4

0112112112112

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% 310.3% 1138.3% 4146.7% 501.9% 2

0107107107107



I Don't Know

Great


How well has your organization instituted leadership? "The aim of supervision should be How well has your organization instituted leadership? "The aim of supervision should be How well has your organization instituted leadership? "The aim of supervision should be How 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 management to help people and machines and gadgets to do a better job. Supervision of management to help people and machines and gadgets to do a better job. Supervision of management to 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.




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% 514.7% 1631.2% 3447.7% 521.8% 2

0109109109109

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?


How well has your organization "Driven out fear, so that everyone may work effectively for How well has your organization "Driven out fear, so that everyone may work effectively for How well has your organization "Driven out fear, so that everyone may work effectively for How 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% 214.7% 1637.6% 4145.0% 490.9% 1

0109109109109

17171717


Good



I Don't Know

Great



How well has your organization broken down barriers between departments? "People in How well has your organization broken down barriers between departments? "People in How well has your organization broken down barriers between departments? "People in How well has your organization broken down barriers between departments? "People in research, design, sales, and production must work as a team to foresee problems of research, design, sales, and production must work as a team to foresee problems of research, design, sales, and production must work as a team to foresee problems of research, 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% 612.5% 1330.8% 3244.2% 466.7% 7

1104104104104

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 the How well has your organization "Eliminated slogans, exhortations, and targets for the How well has your organization "Eliminated slogans, exhortations, and targets for the How 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% 311.3% 1231.1% 3346.2% 498.5% 9

0106106106106



I Don't Know

Great


How well has your organization "Eliminated work standards (quotas) on the factory floor How well has your organization "Eliminated work standards (quotas) on the factory floor How well has your organization "Eliminated work standards (quotas) on the factory floor How well has your organization "Eliminated work standards (quotas) on the factory floor by substituting leadership through the elimination of management by numbers to meet by substituting leadership through the elimination of management by numbers to meet by substituting leadership through the elimination of management by numbers to meet by 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....



Shelia Johnson • Currently, Corporate America rewards 'yes-men' or like minds; short-term gains over sustained health.




2.9% 38.6% 9

32.4% 3452.4% 553.8% 4

2105105105105

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 to How well has your organization removed barriers that rob employees of their right to How well has your organization removed barriers that rob employees of their right to How well has your organization removed barriers that rob employees of their right to pride of workmanship? "The responsibility of supervisors must be changed from sheer pride of workmanship? "The responsibility of supervisors must be changed from sheer pride of workmanship? "The responsibility of supervisors must be changed from sheer pride of workmanship? "The responsibility of supervisors must be changed from sheer numbers to quality. Removed barriers that rob people in management and in numbers to quality. Removed barriers that rob people in management and in numbers to quality. Removed barriers that rob people in management and in numbers to quality. Removed barriers that rob people in management and in engineering of their right to pride of workmanship. This means abolishment of the engineering of their right to pride of workmanship. This means abolishment of the engineering of their right to pride of workmanship. This means abolishment of the engineering 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?






1.9% 27.8% 8

33.0% 3457.3% 590.0% 0

0103103103103

23232323


Good



I Don't Know

Great



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 of improvement?" NOTE--This should not be confused or associated with the practice of improvement?" NOTE--This should not be confused or associated with the practice of improvement?" 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% 65.8% 6

24.3% 2541.7% 434.9% 5

17.5% 180

10310310310323232323


Good



I Don't Know

Great


How well has your organization put everybody in the company to work to accomplish the How well has your organization put everybody in the company to work to accomplish the How well has your organization put everybody in the company to work to accomplish the How 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% 3618.9% 187.4% 7

14.7% 1421.1% 20


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% 1315.4% 140.0% 02.2% 20.0% 0

18.7% 1711.0% 101.1% 13.3% 30.0% 04.4% 4

41.8% 3837

9191919135353535

NumberNumberNumberNumber Response DateResponse DateResponse DateResponse Date Other (please specify)Other (please specify)Other (please specify)Other (please specify) CategoriesCategoriesCategoriesCategories1111 Nov 22, 2010 8:21 PMNov 22, 2010 8:21 PMNov 22, 2010 8:21 PMNov 22, 2010 8:21 PM manufacturing2222 Nov 22, 2010 8:22 PMNov 22, 2010 8:22 PMNov 22, 2010 8:22 PMNov 22, 2010 8:22 PM Defense3333 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 Forgings5555 Nov 22, 2010 8:33 PMNov 22, 2010 8:33 PMNov 22, 2010 8:33 PMNov 22, 2010 8:33 PM manufacturing6666 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 Fabrication8888 Nov 22, 2010 8:39 PMNov 22, 2010 8:39 PMNov 22, 2010 8:39 PMNov 22, 2010 8:39 PM Packaging9999 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 Equipment11111111 Nov 22, 2010 8:46 PMNov 22, 2010 8:46 PMNov 22, 2010 8:46 PMNov 22, 2010 8:46 PM boats12121212 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 Manufacturing15151515 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/Infared18181818 Nov 23, 2010 7:35 AMNov 23, 2010 7:35 AMNov 23, 2010 7:35 AMNov 23, 2010 7:35 AM Energy Production19191919 Nov 23, 2010 11:33 AMNov 23, 2010 11:33 AMNov 23, 2010 11:33 AMNov 23, 2010 11:33 AM Metrology20202020 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 Service23232323 Nov 23, 2010 1:53 PMNov 23, 2010 1:53 PMNov 23, 2010 1:53 PMNov 23, 2010 1:53 PM Mechanical contractor / Pipe

fabricator24242424 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 Controls25252525 Nov 23, 2010 2:38 PMNov 23, 2010 2:38 PMNov 23, 2010 2:38 PMNov 23, 2010 2:38 PM Electrical products26262626 Nov 23, 2010 3:13 PMNov 23, 2010 3:13 PMNov 23, 2010 3:13 PMNov 23, 2010 3:13 PM Manufacturing27272727 Nov 23, 2010 6:55 PMNov 23, 2010 6:55 PMNov 23, 2010 6:55 PMNov 23, 2010 6:55 PM Alternative Energy28282828 Nov 23, 2010 8:48 PMNov 23, 2010 8:48 PMNov 23, 2010 8:48 PMNov 23, 2010 8:48 PM inter-city busing29292929 Nov 23, 2010 9:14 PMNov 23, 2010 9:14 PMNov 23, 2010 9:14 PMNov 23, 2010 9:14 PM mfg30303030 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 Plastics32323232 Nov 24, 2010 10:43 PMNov 24, 2010 10:43 PMNov 24, 2010 10:43 PMNov 24, 2010 10:43 PM Building Trade33333333 Nov 28, 2010 9:26 PMNov 28, 2010 9:26 PMNov 28, 2010 9:26 PMNov 28, 2010 9:26 PM MANUFACTURING34343434 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

35353535 Nov 29, 2010 6:40 PMNov 29, 2010 6:40 PMNov 29, 2010 6:40 PMNov 29, 2010 6:40 PM manufacturing36363636 Nov 30, 2010 12:27 AMNov 30, 2010 12:27 AMNov 30, 2010 12:27 AMNov 30, 2010 12:27 AM Manufacturing Fluid Handling

Equipment37373737 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

Business