W. Edwards Deming Quotes
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Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
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What is the variation trying to tell us about a process, about the people in the process?
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All anyone asks for is a chance to work with pride.
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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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No one can measure the loss of business that may arise from a defective item that goes out to a customer.
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The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
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A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without the aim, there is no system.
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What makes a scientist great is the care that he takes in telling you what is wrong with his results, so that you will not misuse them.
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The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.
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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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We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, 'You cannot inspect quality into a product.' The quality is there or it isn't by the time it's inspected.
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In Europe and in America, people are now more interested in the cost of quality and in systems of quality-audit. But in Japan, we are keeping very strong interest to improve quality by use of methods which you started....when we improve quality we also improve productivity, just as you told us in 1950 would happen.
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One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them.
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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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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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Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
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He that expects to quantify in dollars the gains that will accrue to a company year by year for a program for improvement of quality expounded in [Out of the Crisis] will suffer delusion. He should know before he starts that he will be able to quantify only a trivial part of the gain.
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New product and new types of service are generated, not by asking the consumer, but by knowledge, imagination, innovation, risk, trial and error on the part of the producer, backed by enough capital to develop the product or service and to stay in business during the learn months of introduction.
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p. i; Preface
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The moral is that it is necssary to innovate, to predict the needs of the customers, and give him more. He that innovates and is lucky will take the market.
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To manage one must lead. To lead, one must understand the work that he and his people are responsible for
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People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning.
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For Quality: Stamp out fires, automate, computerize, M.B.O., install merit pay, rank people, best efforts, zero defects. WRONG!!!! Missing ingredient: profound knowledge.
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The aim of education should be to preserve and nurture the yearning for learning that a child is born with.