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The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.
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
Gains
Suppliers
Organization
Proposed
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Employees
Environment
Employee
Everybody
Aim
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Gain
Community
Customers
Long
Management
Stockholders
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You must have a supplier relationship of constant improvement.
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Confusing common causes with special causes will only make things worse.
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Management of outcomes may not be any more than a skill. It does not require knowledge.
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Without questions, there is no learning.
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The main difference between service and manufacturing is the service department doesn't know that they have a product.
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A goal without a method is nonsense.
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Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.
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It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough action is required.
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No requirement of industry is so much neglected as operational definitions.
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Mere allocation of huge sums of money for quality will not bring quality.
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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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You have to manage a system. The system doesn't manage itself.
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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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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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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 cannot be measured.
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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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The greatest waste … is failure to use the abilities of people…to learn about their frustrations and about the contributions that they are eager to make.
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The process is not just the sum of its parts.
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