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Now, we learn that a system must have an aim. Without an aim, there is no system.
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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More quotes by W. Edwards Deming
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
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People learn in different ways: reading, listening, pictures, watching.
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Shrink, shrink variation, to reduce the loss.
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The most important things cannot be measured.
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The most important measures are both unknown and unknowable.
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We must understand variation.
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You cannot inspect quality into the product it is already there.
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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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Experience by itself teaches nothing.
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Without theory there is nothing to modify or learn.
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A bad system will beat a good person every time.
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Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
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The most important figures for management of any organization are unknown and unknowable.
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The customer is the most important part of the production line.
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Knowledge is the key.
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The moral is that it is necssary to innovate, to predict the needs of the customers, and give him more. He that innovates and is lucky will take the market.
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Uncontrolled variation is the enemy of quality.
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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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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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Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
W. Edwards Deming