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No requirement of industry is so much neglected as operational definitions.
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
Definitions
Industry
Much
Operational
Requirement
Neglected
Requirements
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All anyone asks for is a chance to work with pride.
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Management's job is to optimize the whole system.
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Eliminate numerical quotas, including Management by Objectives.
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Just because you can measure everything doesn't mean that you should.
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If someone can make a contribution to the company he feels important.
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Many people in management are being paid to produce waste.
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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.
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Any two people have different ideas of what is important.
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You can not hear what you do not understand.
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There is very little evidence that we give a hoot about profit.
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If you wait for people to come to you, you'll only get small problems. You must go and find them. The big problems are where people don't realize they have one in the first place.
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Profit in business comes from repeat customers
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A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.
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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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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 emphasis should be on why we do a job.
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Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.
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Knowledge needs to be a verb.
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A leader's job is to help his people.
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Lack of knowledge - that is the problem.
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