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If you destroy the people of a company, you do not have much left.
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
Left
Much
People
Destroy
Management
Company
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Innovation comes from people who take joy in their work.
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Knowledge needs to be a verb.
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A leader must have knowledge. A leader must be able to teach.
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The job can't be finished only improved to please the customer.
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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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Confusing common causes with special causes will only make things worse.
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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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...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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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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We must satisfy our customers.
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Innovation comes from the producer - not from the customer.
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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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Management does not know what a system is.
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A bad system will beat a good person every time.
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People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.
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A leader knows who is outside of the system and needs special help.
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A manager of people knows that in this stable state it is distracting to tell the worker about a mistake.
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