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The most basic problem is that performance appraisals often don't accurately assess performance.
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
Problem
Assess
Accurately
Performance
Basic
Performances
Management
Risk
Appraisals
Often
Appraisal
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Many people in management are being paid to produce waste.
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Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.
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Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, of the machine-time, of all which raise the manufacturer's cost and price that the purchaser must pay
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When people try to do what they can not do, they wish to give up.
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Management does not know what a system is.
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Research shows that the climate of an organization influences an individuals contribution far more than the individual himself.
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You can only elevate individual performance by elevating that of the entire system.
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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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People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning.
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The emphasis should be on why we do a job.
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The most valuable currency of any organization is the initiative and creativity of its members. Every leader has the solemn moral responsibility to develop these to the maximum in all his people. This is the leader's highest priority.
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Survival is optional. No one has to change.
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It only takes a little innovation.
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You do not install quality you begin to work at it.
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A leader must have knowledge. A leader must be able to teach.
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Monetary rewards are not a substitute for intrinsic motivation.
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Management is prediction.
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Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force
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Change the rule and you will get a new number.
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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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