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The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
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
People
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Performance
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System
May
Work
Interaction
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When asked what single event was most helpful in developing the Theory of Relativity, Albert Einstein replied, Figuring out how to think about the problem.
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The individual has been crushed by our style of management today.
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Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, of the machine-time, of all which raise the manufacturer's cost and price that the purchaser must pay
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Nobody goes to work to do a bad job.
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The greatest waste … is failure to use the abilities of people…to learn about their frustrations and about the contributions that they are eager to make.
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Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.
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A rational prediction has an explanation based on theory.
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It is important that an aim never be defined in terms of activity or methods. It must always relate directly to how life is better for everyone. . . . The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.
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It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth
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Any two people have different ideas of what is important.
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Innovation comes from the producer - not from the customer.
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When a worker has reached a stable state, further training will not help him.
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Without theory, there are no questions.
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You must have a supplier relationship of constant improvement.
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Hard work and best efforts will not by themselves dig us out of the pit.
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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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Transformation is not automatic. It must be learned it must be led.
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Learn the basics of analytics and people will love you. If you don't have time to learn, hire someone.
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The most important figures for management of any organization are unknown and unknowable.
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You can see from a flow diagram who depends on you and whom you can depend on. You can now take joy in your work.
W. Edwards Deming