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When a system is stable, telling the worker about mistakes is only tampering.
W. Edwards Deming
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W. Edwards Deming
Age: 93 †
Born: 1900
Born: October 18
Died: 1993
Died: December 20
Composer
Economist
Engineer
Industrial Engineer
Statistician
University Teacher
Sioux City
Iowa
William Edwards Deming
W.E. Deming
W. E. Deming
Stable
Management
Workers
Mistakes
Telling
System
Mistake
Tampering
Quality
Worker
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A system can not understand itself.
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You do not find knowledge in a dictionary, only information.
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Learning is not compulsory it's voluntary. Improvement is not compulsory it's voluntary. But to survive, we must learn.
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We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, 'You cannot inspect quality into a product.' The quality is there or it isn't by the time it's inspected.
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Uncontrolled variation is the enemy of quality.
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People learn in different ways: reading, listening, pictures, watching.
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Defects are not free. Somebody makes them, and gets paid for making them.
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A leader is a coach, not a judge.
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We are here to make another world.
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We are here for an education.
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It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone.
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Forces of Destruction: grades in school, merit system, incentive pay, business plans, quotas.
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Nothing happens without personal transformation.
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Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
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We must satisfy our customers.
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The ultimate purpose of collecting the data is to provide a basis for action or a recommendation.
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The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.
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You can only elevate individual performance by elevating that of the entire system.
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I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special
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...a person and an organization must have goals, take actions to achieve those goals, gather evidence of achievement, study and reflect on the data and from that take actions again. Thus, they are in a continuous feedback spiral toward continuous improvement. This is what 'Kaizan' means.
W. Edwards Deming