ABSTRACT
Some years ago, I had the opportunity to apply Deming’s principles with a free hand. One of the manufacturing departments at the plant where I was working had undergone a multimillion-dollar “upgrade” but would not perform. The upgrade was intended to increase capacity, but the process ran so badly after the project was completed that output was considerably less than before. I was given the assignment to get the department running and due to the urgency was told to do whatever was necessary to make it happen.
