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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.
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
Business
Customer
May
Arise
Customers
Measure
Management
Loss
Item
Risk
Defective
Goes
Items
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The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside.
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Information is not knowledge. Let's not confuse the two.
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Just because you can measure everything doesn't mean that you should.
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One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them.
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You can not plan to make a discovery. You do not plan innovation.
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All anyone asks for is a chance to work with pride.
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People need to know how their job contributes.
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The problem is that most courses teach what is wrong.
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It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone.
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Without theory there is nothing to modify or learn.
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The average American worker has fifty interruptions a day, of which seventy percent have nothing to do with work.
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Experience by itself teaches nothing.
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A leader must have knowledge. A leader must be able to teach.
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The most important measures are both unknown and unknowable.
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The customer invents nothing. New products and new services come from the producer.
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It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth
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Management does not know what a system is.
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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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You can expect what you inspect.
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A rule should suit the purpose.
W. Edwards Deming
