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You do not install quality you begin to work at it.
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
Begin
Quality
Work
Install
Management
More quotes by W. Edwards Deming
Each system is perfectly designed to give you exactly what you are getting today.
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Knowledge is the key.
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Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
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All anyone asks for is a chance to work with pride.
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You can not hear what you do not understand.
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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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Forces of Destruction: grades in school, merit system, incentive pay, business plans, quotas.
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It does not happen all at once. There is no instant pudding.
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He that would run his company on visible figures alone will in time have neither company nor figures.
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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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The ultimate purpose of collecting the data is to provide a basis for action or a recommendation.
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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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Survival is optional. No one has to change.
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Transformation is not automatic. It must be learned it must be led.
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A manager of people knows that in this stable state it is distracting to tell the worker about a mistake.
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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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You can not achieve an aim unless you have a method.
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The problem is that most courses teach what is wrong.
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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.
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A system can not understand itself.
W. Edwards Deming