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The most important things cannot be measured.
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
Measured
Inspirational
Cannot
Important
Things
More quotes by W. Edwards Deming
It would be a mistake to export western management to a friendly country.
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Competition should not be for a share of the market-but to expand the market.
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The most basic problem is that performance appraisals often don't accurately assess performance.
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Whenever there is fear, you will get wrong figures.
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We are here for an education.
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A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.
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A man who knows not his limitations is of no use to anyone.
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A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive. We cannot afford the destructive effect of competition.
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The customer is the most important part of the production line.
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Don't expect smart people to listen to you without proof.
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The result of long-term relationships is better and better quality, and lower and lower costs.
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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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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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Quality starts in the boardroom.
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What makes a scientist great is the care that he takes in telling you what is wrong with his results, so that you will not misuse them.
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You have to manage a system. The system doesn't manage itself.
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Plants don't close from poor workmanship, but from poor management.
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Mere allocation of huge sums of money for quality will not bring quality.
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Stamping out fires is a lot of fun, but it is only putting things back the way they were.
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Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
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