W. Edwards Deming Quotes
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People don't like to make mistakes.
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American management thinks that they can just copy from Japan. But they don't know what to copy.
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Rational behavior requires theory. Reactive behavior requires only reflex action.
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I am forever learning and changing.
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In 1945, the world was in a shambles. American companies had no competition. So nobody really thought much about quality. Why should they? The world bought everything America produced. It was a prescription for disaster.
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You should not ask questions without knowledge.
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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, independent profit centres, and thus destroy the system. . . . The secret is cooperation between components toward the aim of the organization. We can not afford the destructive effect of competition.
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The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they were taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management.
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The worker is not the problem. The problem is at the top! Management!
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We are here to make another world.
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In Japan, a company worker's position is secure. He is retrained for another job if his present job is eliminated by productivity improvement.
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Defects are not free. Somebody makes them, and gets paid for making them.
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The big problems are where people don't realise they have one in the first place.
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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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Declining productivity and quality means your unit production costs stay high but you don't have as much to sell. Your workers don't want to be paid less, so to maintain profits, you increase your prices. That's inflation.
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...a person and an organization must have goals, take actions to achieve those goals, gather evidence of achievement, study and reflect on the data and from that take actions again. Thus, they are in a continuous feedback spiral toward continuous improvement. This is what 'Kaizan' means.
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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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What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.
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Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
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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 prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside.
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Loss of market begets unemployment. Emphasis has been on short-term profit, to the undernourishment of plans that might generate new product and service that would keep the company alive and provide jobs and more jobs. It is no longer socially acceptable performance to lose market and to dump hourly workers on to the heap of unemployed.
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The only useful function of a statistician is to make predictions, and thus to provide a basis for action.
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The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.