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Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
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
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Suspect
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Employees
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Without theory, there are no questions.
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In God we trust all others bring data.
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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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Anybody can achieve gains in quality by slowing down production. That is not what we are talking about.
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If you do not know how to ask the right question, you discover nothing.
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Knowledge needs to be a verb.
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All anyone asks for is a chance to work with pride.
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A leader knows who is outside of the system and needs special help.
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When people try to do what they can not do, they wish to give up.
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We have to bring back the individual. Management has smothered the individual.
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3% of the problems have figures, 97% of the problems do not.
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Understanding variation is the key to success in quality and business.
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The result of long-term relationships is better and better quality, and lower and lower costs.
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Choice of aim is clearly a matter of clarification of values, especially on the choice between possible options.
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You do not install knowledge.
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Quality comes not from inspection, but from improvement of the production 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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All models are wrong some models are useful.
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I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special
W. Edwards Deming
Now, we learn that a system must have an aim. Without an aim, there is no system.
W. Edwards Deming