     Western Europe is already sick of its poor relations.  This summer, 
thousands of holidaymakers from Poland and Czechoslovakia crammed 
onto dilapidated tour buses and headed west for a break, much to the 
chagrin of local hoteliers, the cashstrapped visitors also used their 
buses as dormitories.  Nor did restaurateurs fare much better.  Fearing 
western European prices, the tourists brought their own food with them.
     Dubbed "Trabant tourists" in a slighting reference to the infamous 
East German box-shaped car, the visitors received a frosty welcome.  Paris 
mayor Jacques Chirac ordered police to clear out those sleeping in the 
city's parks.  The exasperated keeper of the Notre Dame souvenir kiosk 
commented, "They don't buy less than other tourists; they simply don't 
buy at all."
     After protracted discussions, U.S. and Philippine negotiators agreed 
on a proposal allowing the U.S. military to use its bases for then more 
years.  Under the terms of the agreement, the U.S.A. would have given $23 
million in annual aid.  In addition, President Bush promised to provide 
surplus military equipment and medical supplies.
     However, a majority of Philippine senators joined forces to throw 
out the new treaty.  They argued that the aid figure was almost insult-
ingly low.  Equally, the very presence of American forces on Philippine 
soil rankled them as an infringement of national sovereignty.  Even so, 
the Philippines' poverty could ultimately leave it at the mercy of East 
Asia's economic giants.  Countries like Japan, concerned about regional 
security, are continuing to use their financial leverage to urge the 
Philippines to extend the bases' lease.
     The DPP's draft constitution for a "Republic of Taiwan" has quickly 
fallen afoul of KMT criticism.  Legislators called the proposed consti-
tution "infantile," arguing that it would merely fuel tension across 
the Taiwan Straits.  Huang Chu-wen, leader of the KMT's Wisdom Coalition 
cautioned that with the R.O.C. already standing on the threshold of 
historic constitutional reform, this was the wrong time to rock the boat.
     At nearly 90 years of age, W. Eduards Deming is one of the seminal 
forces in world business.  He is the man credited with remaking the me-
aning of the words "Made in Japan."
     Deming is the person who taught quality control to Japanese industry.  
Over a 40-year period, he has taught his management philosophy to thou-
sands of Japanese executives, engineers and business people.  The emperor 
himself presented a medal to Deming in acknowledgment of the hefty con-
tribution he made to Japan's postwar recovery.  A prestigious annual in-
dustrial quality award "The Deming Prize" was named after him.
     You can see the results of Dr. Deming's teaching in the glittering ar-
rays of consumer goods all around you marked "Made in Japan."  Oh, he's the 
person responsible for all of this, Yes.  In the United States, the Malcolm 
Baldridge National Quality Award was inspired by the success of the Deming 
Prize.
     The product may be stamped "Made in Japan," but the techniques for 
creating the quality were made in the U.S.A..  It is the result of applying 
a management philosophy which might be called a "Deming Doctrine."  It 
has 14 points in all but boils down to a single key word:  quality.
     According to Deming, quality is the key to success.  Not cost, quotas 
or faster production.  Quality.  Furthermore, quality isn't expensive.  
Designing a manufacturing system to produce quality actually lowers costs 
and increases productivity.
     Deming's philosophy trashes some hallowed icons of American manage-
ment practice:  merit bonuses, performance reviews, management by object 
and (that cherished old wheeze) "competition is the secret to better 
service and lower costs."
     Not so, according to Deming.  Quality itself is what lowers costs.  
By building quality into the system, you eliminate waste in the form of 
rejects.  And you end up with a product customers are eager to buy.
     Deming's philosophy stems from the work of a man who influenced him 
enormously.  A Bell labs scientist named Walter A. Shewart developed a 
new way of using statistics to control manufacturing processes.  Deming 
championed Shewart's ideas to anyone who would listen.  The basics are 
quite simple.  All processes suffer from some degree of variation.  By 
using statistical analyses, you can measure these variations and find 
out what causes them.  Then by eliminating the causes of the variations 
you improve the quality of the finished product by making sure it comes 
out right to begin with.
     Obvious, perhaps, but not common practice.  The usual method was to 
inspect the finished product and throw out the subjects.  This idea drives 
Deming right up the wall.  According to him, if you're inspecting the 
finished product, you're too late.  The damage has already been done.
     The bottom-line types in the U.S. loved "planned obsolescence."  
Nobody cared to listen to Dr. Deming, or his 14 points, or his ideas 
about quell.
     But the Japanese were listening.  Rebuilding industries that had been 
flattened during the war, and with a huge population to feed, they were 
desperate to find a way to make their products saleable in the world 
marketplace.  They were well aware that the words "Made in Japan" evoked 
the image of ticky-tacky paper flowers that opened when you dropped them 
in water.
     In 1950, the Union of Japanese Scientists and Engineers invited Deming 
to Japan because of his reputation for using statistics to improve the 
quality of data at the United States Census Bureau, where he had been 
working.
     Deming assured his hosts they could use statistical analyses to im-
prove their manufacturing, and if they concentrated on producing products 
of high quality, they would find a ready market for them around the world.
     The rest, as they say, is history.  So historical, in fact, that even 
American industry, tired of taking a shellacking from Japanese competitors, 
is starting to listen to Dr. Deming's ideas about quality.  The coveted new 
Malcolm Baldridge National Quality Award proves it.
     And listening they are.  Deming is now one of the most sought-after 
consultants in American business, which is eager now to play catch-up-ball 
with Japanese.
     A checklist of management must for creating quality.  In his book out 
of Crisis, published by MIT, Dr. Deming elaborates on his famous 14 mana-
gerial points.  Some of the most important:  Purchase materials on the 
basis of quality, not cost.  Don't let low bid be the basis for choice.  
Establish long-term ties with suppliers who provide the best material.  
Don't rely on inspections to provide quality control.  Instead, improve and 
control the manufacturing process itself.  Use statistical evidence not 
managerial judgment to upgrade the system.
     Eliminate numerical quotas as the benchmark for success.  You can 
sacrifice quality striving to meet quotas.  And a quota creates a mental 
cutoff point.  Make quality itself the goal.  Eliminate barriers between 
departments so that, for example, the sales department isn't designing pro-
ducts the factory can't produce.  Encourage teamwork, not competition.  Get 
rid of merit bonuses and ratings that encourage bickering and backstabbing.
     Provide managers and workers with all the training and retraining they 
need to participate in the improvement process.
     Finally, but most important of all, management must commit itself to a 
that the customer and the level of customer satisfaction are the most 
commit itself to a continuing and never ending quest for quality, based 
on the realization that the customer the level of customer satisfaction 
are the most critical elements in the entire production cycle.
     Quality and productivity are everybody's job, but management must 
lead in establishing the pursuit of quality as a corporate goal and in 
charting good strategies for continuous improvement and as our venerable 
founder came to the chapter which deals with Scooge's change of heart and 
charity to his clerk's family, he broke down in tears and vowed that he 
would never have the reputation of a Scrooge.
     The gruff yet polished voice droned on.  Sitting around the boardroom 
solid oak table, the 12 partners of Benson and Benson Law Offices tried 
hard not to doze off.  A few too many generous glasses of cognac made the 
task difficult.
     "Josiah Benson stipulated in his will that every Christmas Eve, 
Benson and Benson would randomly select a needy family in this city of 
London and give them a turkey.  Today, that honor has fallen to our 
youngest partner, Michael."
     This announcement stirred a halfhearted ripple of applause.  To 
the senior partners, Michael, with his Gucci shoes and riviera tan, was a 
yuppie, not a gentleman.  His aggressive selfpromotion did not go down 
well.  There was no doubt, however, that his dynamism had dragged the 
dusty old firm into the modern age with a corresponding upswing in profits.
     "This wretched turkey," Michael hissed under his breath.  It was six 
o'clock, and he had been stuck in traffic for over an hour.  He'd never set 
foot in east London before.  To Michael, it was one of those places you 
avoided for fear of being mugged.
     He glanced at his watch.  His girlfriend, Natasha, expected him 
for dinner at her parents' country mansion at seven.  Blocked by yet 
another red light, he dreamed of what she might be warming tonight her 
long, silk skirts from Bond Street, her Pierre Cardin accessories, the 
enticing hint of Chaneel No.5.  And of the presents heaped around the tree, 
steaming plum pudding, and Natasha's adoring smile...
     Am impatient honk jolted him out of his reverie.  He did not belong 
here.  At least he had found the address.  Fishing the turkey out of his 
BMW's trunk, Michael checked the card his boss had given him.