W. Edwards Deming Quotes
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All models are wrong; some models are useful.
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Management's job is to optimize the whole system.
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Adopt a new philosophy of cooperation (win-win) in which everybody wins.
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Management of outcomes may not be any more than a skill. It does not require knowledge.
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The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside.
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Each system is perfectly designed to give you exactly what you are getting today.
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It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone.
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Improve quality, you automatically improve productivity.
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We must understand variation.
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Hold everybody accountable? Ridiculous!
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Hard work and best efforts will not by themselves dig us out of the pit.
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Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service. The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.
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Management's job is to know which systems are stable and which are not.
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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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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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You have to manage a system. The system doesn't manage itself.
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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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The most basic problem is that performance appraisals often don't accurately assess performance.
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We are here for an education.
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There must be consistency in direction.
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We should work on our process, not the outcome of our processes.
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Change the rule and you will get a new number.
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Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
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We want best efforts guided by theory.
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Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change.
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All anyone asks for is a chance to work with pride.
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You should not ask questions without knowledge.
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Defects are not free. Somebody makes them, and gets paid for making them.
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Scientific data are not taken for museum purposes; they are taken as a basis for doing something. If nothing is to be done with the data, then there is no use in collecting any. The ultimate purpose of taking data is to provide a basis for action or a recommendation for action. The step intermediate between the collection of data and the action is prediction.
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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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