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You should not ask questions without knowledge.
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
Management
Questions
Asks
Knowledge
Without
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It only takes a little innovation.
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It is important that an aim never be defined in terms of activity or methods. It must always relate directly to how life is better for everyone. . . . The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.
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The problem is that most courses teach what is wrong.
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For Quality: Stamp out fires, automate, computerize, M.B.O., install merit pay, rank people, best efforts, zero defects. WRONG!!!! Missing ingredient: profound knowledge.
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I think that people here expect miracles. American management thinks that they can just copy from Japan - but they don't know what to copy!
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You can not hear what you do not understand.
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Many people in management are being paid to produce waste.
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Without theory there is nothing to modify or learn.
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Any manager can do well in an expanding market.
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To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge, knowledge for leadership of transformation.
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You must not run your Organization as a functional hierarchy. You must understand it as a System.
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...the most important things we need to manage can't be measured.
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Just because you can measure everything doesn't mean that you should.
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People need to know how their job contributes.
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You do not find knowledge in a dictionary, only information.
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Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force
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You must have a supplier relationship of constant improvement.
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Mere allocation of huge sums of money for quality will not bring quality.
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Scrap doesn't come for free, we pay someone to make it.
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No one can measure the loss of business that may arise from a defective item that goes out to a customer.
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