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Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.
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
Learning
Doomed
Philosophy
Required
Results
Quick
Term
Disappointment
Long
Transformation
People
Management
Commitment
Timid
Expect
Seeks
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Plants don't close from poor workmanship, but from poor management.
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The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
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The source of innovation is freedom. All we have - new knowledge, invention - comes from freedom. Discoveries and new knowledge come from freedom. When somebody is responsible only to himself, [has] only himself to satisfy, then you'll have invention, new thought, now product, new design, new ideas.
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Nobody should try to use data unless he has collected data.
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The emphasis should be on why we do a job.
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He that would run his company on visible figures alone will in time have neither company nor figures.
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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 transformation will come from leadership.
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Nobody goes to work to do a bad job.
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Shrink, shrink variation, to reduce the loss.
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Any manager can do well in an expanding market.
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The only useful function of a statistician is to make predictions, and thus to provide a basis for action.
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You do not install knowledge.
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Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.
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It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be in trouble.
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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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Divide responsibility and nobody is responsible.
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People need to know how their job contributes.
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We want best efforts guided by theory.
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You must have a supplier relationship of constant improvement.
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