Editorial Review:
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Customer Reviews
Average Customer Rating: 
The message is stellar, the delivery could be better  2007-07-25
The book is verbose and repetitive. However, the message is stellar. TQM in Creech's style works. Even if a company does not completely implement the method, Creech's philosophy of empowerment and responsibility for the quality of a product is something that everyone should take to heart. As to the negative reviews on this site, it seems that people have problems with organizations that did not implement the methods fully, or fell back into the management styles that Creech warned against.
Bottom line, anyone interested in management would do well to learn from the book's philosophy of responsibility for the product at all levels.
It is a great book. Read it twice! 2007-02-10
I have done a tremendous amount of reading on TQM and in my opinion this book covers it best. A Product-Process-Customer focus along with a properly trained and empowered workforce that shares in the rewards and successes of the Company is a winning formula. Those who think they have all the answers, are afraid to share control, want all the rewards for themselves, or look down on frontline workers will no doubt hate it.
This book has given me a completely new way to look at the art of "managing human endeavor".
Thanks, but NO thanks...  2006-07-25
Background: Ten-year F-16 aircraft mechanic
Reference: Served before, during, and after W.C. led TAC
TQM Philosphy: Dismal
As one of the many desert wrench-turners (another bad book) who served before and during the Clinton / McPeak reign of terror designed to gut the DOD so slick willy could balance his welfare state budget, I actually have tremendous respect for General Creech, the man. This is the leader who cleaned up TAC, got the hangars painted, tools replaced, new jets, etc... BUT! Then came Quality Air Force. Get on board, or get out. This was actually a great idea, but in practice, the rhetoric simply became an excuse for "maggots" to get off the flightline, put on their blues, and and go sit in air-conditioned offices tucked away in CBPO or the former DCM complex, and generate meaningless paperwork, charts, reports, and briefings, that had NOTHING to do with defending the United States and winning wars. You win wars by killing the enemy, gentlemen. That's what this fighter jet is for. Those parado charts and overwrought slides accomplish little but to grease your bullet statements for an empty achievment medal. Clerks running the Air Force? Don't blink, it happened, and we let it happen. Instead of fighting, all the careerists hopped on the bandwagon, zipped their lips, and destroyed the greatest military force the world has ever seen.
.....No, this is NOT just another review..... William Creech? Bill Clinton? "Airline Pilot Uniform" McPeak? Are you out there?
I suppose McNamara will never admit HIS mistakes, either.
Don't waste your time! 2004-04-01
Ouch! What a complete waste of time and money. The Air Force spent a fortune on this program. It just does not work and is a complete irritant to management and employees alike.
Don't know whether to laugh or cry - what a crock 2003-09-26
As one of America's millions of cube-dwellers, working for clueless management while being entertained by a regular parade of management fads, this title singled itself out with both it's pretentiousness and disconnection from reality. Evoking Lawrence's "Seven Pillars of Wisdom" in the service of better corporate management isn't just obnoxious and insulting, its indicative of the macho-warrior-wannabe managerial style more common in the 90s than it is these days. But it also has the dead-woodchuck-under-the-porch stench of a fad of years gone by, the (in)famous "Five Keys to Self-Renewal", which I suffered under the yoke and lash of during my earlier days in corporate employ. And to see how well THAT worked, it was soon dumped for Deming, who in turn was dumped for......wait for it......TQMS. And how well did THAT work? After flogging the groundlings from St. Louis to Long Beach (hmmmmm, what company could I be referring to?), guess what? (No, not just the hoary joke about "Time to Quit and Move to Seattle".) The company lost two major program competitions, lost it's largest single (and far-reaching) program, screwed up near-fatally on several other programs (with hideous and federally-investigated cost and schedule overruns), eventually went belly-up and was purchased for a song by our largest competitior. General Creech beats his chest and makes loud noises, but only the naive (or the blinkered true believer) will join the chorus. This flavor-of-the-month in management fads has, as they ALL have been and WILL be, been superceded by "lean". Oh, well, the consultants have to earn a living no, right?
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