As America's premier management consultant, Philip Crosby has made "quality" the corporate buzz word in America's top-tier firms. Now, as he has before, this bold, brilliant, and very practical mover-and-shaker has set out to disturb the complacency and stir the creative capacity of American management. The result is a book that raises the credo of quality to a higher level--the level demanded in the fiercely competitive marketplaces of today and tomorrow. Crosby's message to management is as powerful as it is plainspoken. Just as a chain is only as strong as its weakest link, no com- pany can afford to ignore any part of its operation--whether it is the goods and services it offers, the needs of the customers it serves, the loyalty and nitiative of the people who work for it, or the bottom-line results on inex- orable computer printouts. Success in attaining quality in all these areas iswhat the author means by Completeness. It's the whole picture. And this valuable book shows how to put it clearly into focu

If you're ever favored enough to catch a few minutes of a corporate CEO's time, and feel bold enough to ask what their job entails, chances are you'll hear something lofty about developing strategy, empowering employees, seeing the big picture. But if you ask to see their calendar for the past month, you'll probably find they've spent very little, if any, time doing those things. The look-at-last-month's-calendar trick was devised by Donald Laurie, a Boston-based management consultant, to help top executives figure out how best to lead their companies. Laurie sees a leader as the person who climbs out on the balcony and sees the company from above, the one who sees how all the parts connect to make a smoothly running machine. At the same time, if the leader stays up on that balcony for too much of the day, he or she can't hear the grumbling below. And what's being grumbled about is often the information that could save the CEO's job. As an example of this, Laurie relates the story of Xerox Corp. when it

Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever. Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations: Standard Company * Quality is expensive * Defects are caused by workers * Buy at lowest cost * Fear and reward are proper ways to motivate * Play one supplier off against another

Stabilizing your spine through training your core muscles is a great step toward a healthier lifestyle. This book will supply you with all the information you need to get you arted,including an introduction to core stability, easy-to-follow exercises, and sample workouts to keep you challenged as you improve.