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You must not run your Organization as a functional hierarchy. You must understand it as a 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
Functional
Hierarchy
Organization
System
Understand
Running
Must
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A committee appointed by the President of a company will report what the President wishes to hear. Would they dare report otherwise?.
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Information is not knowledge. Let's not confuse the two.
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To copy is to invite disaster.
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When people try to do what they can not do, they wish to give up.
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The emphasis should be on why we do a job.
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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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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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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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The most important things cannot be measured.
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Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer.
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The worker is not the problem. The problem is at the top! Management!
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The principles and methods for improvement are the same for service as for manufacturing. The actual application differs, of course, from one product to another, and from one type of service to another.
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Management is prediction.
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The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
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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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Retroactive management emphasizes the bottom line.
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The job can't be finished only improved to please the customer.
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Improve quality, you automatically improve productivity.
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You must have a supplier relationship of constant improvement.
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The customer invents nothing. New products and new services come from the producer.
W. Edwards Deming