Quote

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.

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
Cannot
Management
Segments
Part
Profound
Eminent
Without
Various
Interact
Need
Example
Variation
Needs
System
Incomplete
Knowledge
Separated
Understand
Apply
Order
Psychology

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Quality is pride of workmanship.
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Now, we learn that a system must have an aim. Without an aim, there is no system.
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A rule should suit the purpose.
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You do not find knowledge in a dictionary, only information.
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In God we trust all others bring data.
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When a worker has reached a stable state, further training will not help him.
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Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change.
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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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Anybody can achieve gains in quality by slowing down production. That is not what we are talking about.
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Lack of knowledge - that is the problem.
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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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Management by results is confusing special causes with common causes.
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Manage the cause, not the result.
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It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be in trouble.
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If you destroy the people of a company, you do not have much left.
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Nobody should try to use data unless he has collected data.
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You cannot inspect quality into the product it is already there.
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The most basic problem is that performance appraisals often don't accurately assess performance.
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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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Rational behavior requires theory. Reactive behavior requires only reflex action.
W. Edwards Deming