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Adopt a new philosophy of cooperation (win-win) in which everybody wins.
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
Philosophy
Everybody
Winning
Adopt
Wins
Cooperation
Resolution
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The customer is the most important part of the production line.
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The aim should be to work on the method of management.
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Absence of defects does not necessarily build business... Something more is required.
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Information is not knowledge. Let's not confuse the two.
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...the most important things we need to manage can't be measured.
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Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
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Nobody should try to use data unless he has collected data.
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A man who knows not his limitations is of no use to anyone.
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Hard work and best efforts will not by themselves dig us out of the pit.
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Choice of aim is clearly a matter of clarification of values, especially on the choice between possible options.
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Judging people does not help them.
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You cannot inspect quality into the product it is already there.
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Learn the basics of analytics and people will love you. If you don't have time to learn, hire someone.
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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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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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...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.
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Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
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It's not enough to do your best you must know what to do & then do your best.
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All models are wrong some models are useful.
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What we need to do is learn to work in the system, by which I mean that everybody, every team, every platform, every division, every component is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis.
W. Edwards Deming