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A manager of people knows that in this stable state it is distracting to tell the worker about a mistake.
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
Workers
Mistake
State
Distracting
Tell
Worker
States
Manager
People
Stable
Managers
Management
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Everyone is a customer for somebody, or a supplier to somebody.
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One need not be eminent in any part of profound knowledge in order to understand it and to apply it. The various segments of the system of profound knowledge cannot be separated. They interact with each other. For example knowledge about psychology is incomplete without knowledge of variation.
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Quality is made in the board room. A worker can deliver lower quality, but she cannot deliver quality better than the system allow.
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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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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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We should be guided by theory, not by numbers.
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If you can't describe what you are doing as a process, you don't know what you're doing.
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Divide responsibility and nobody is responsible.
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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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Plants don't close from poor workmanship, but from poor management.
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Management by results - like driving a car by looking in rear view mirror.
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The problem is that most courses teach what is wrong.
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Don't expect smart people to listen to you without proof.
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People need to know how their job contributes.
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A man who knows not his limitations is of no use to anyone.
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The most important measures are both unknown and unknowable.
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Understanding variation is the key to success in quality and business.
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Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.
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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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When a worker has reached a stable state, further training will not help him.
W. Edwards Deming
