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Confusing common causes with special causes will only make things worse.
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
Confusing
Management
Worse
Special
Causes
Common
Make
Things
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The ultimate purpose of collecting the data is to provide a basis for action or a recommendation.
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Plants don't close from poor workmanship, but from poor management.
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Manage the cause, not the result.
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A leader knows who is outside of the system and needs special help.
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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
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People care more for themselves when they contribute to the system.
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Without theory, there are no questions.
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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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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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Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
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Nobody should try to use data unless he has collected data.
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You can not hear what you do not understand.
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A leader's job is to help his people.
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He that expects to quantify in dollars the gains that will accrue to a company year by year for a program for improvement of quality expounded in [Out of the Crisis] will suffer delusion. He should know before he starts that he will be able to quantify only a trivial part of the gain.
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Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.
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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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Any two people have different ideas of what is important.
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If you destroy the people of a company, you do not have much left.
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What we need to do is learn to work in the system, by which I mean that everybody, every team, every platform, every division, every component is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis.
W. Edwards Deming