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Absence of defects does not necessarily build business... Something more is required.
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
Defects
Required
Absence
Necessarily
Build
Business
Doe
Something
More quotes by W. Edwards Deming
Research shows that the climate of an organization influences an individuals contribution far more than the individual himself.
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It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough action is required.
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Quality begins with the intent, which is fixed by management.
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Without theory we can only copy.
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We know what we told him, but we don't know what he heard.
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The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.
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Any two people have different ideas of what is important.
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Confusing common causes with special causes will only make things worse.
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A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive. We cannot afford the destructive effect of competition.
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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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It is not necessary to change. Survival is not mandatory.
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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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It only takes a little innovation.
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Knowledge is the key.
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Management by results - like driving a car by looking in rear view mirror.
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We should work on our process, not the outcome of our processes.
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The transformation will come from leadership.
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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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Nobody should try to use data unless he has collected data.
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All anyone asks for is a chance to work with pride.
W. Edwards Deming