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.— W. Edwards Deming
The most special W. Edwards Deming quotes that are easy to memorize and remember
If you can't describe what you are doing as a process, you don't know what you're doing.
Quality comes not from inspection, but from improvement of the production process.
...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.
It is not enough to do your best; you must know what to do, and then do your best.
Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change.
In God we trust; all others bring data.
It is not necessary to change. Survival is not mandatory.
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
The most valuable "currency" of any organization is the initiative and creativity of its members. Every leader has the solemn moral responsibility to develop these to the maximum in all his people. This is the leader's highest priority.
Management by results - like driving a car by looking in rear view mirror.
Improve quality, you automatically improve productivity.
The ultimate purpose of collecting the data is to provide a basis for action or a recommendation.
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.
Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.
Quality is pride of workmanship.
Learning is not compulsory; it's voluntary. Improvement is not compulsory; it's voluntary. But to survive, we must learn.
Defects are not free. Somebody makes them, and gets paid for making them.
Uncontrolled variation is the enemy of quality.
Quality is everyone's responsibility.
A bad system will beat a good person every time.
Nobody goes to work to do a bad job.
If you wait for people to come to you, you'll only get small problems.
You must go and find them. The big problems are where people don't realize they have one in the first place.
Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
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.
Nothing happens without personal transformation.
Don't expect smart people to listen to you without proof.
People are entitled to joy in work.
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.
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.
Quality starts in the boardroom.
The average American worker has fifty interruptions a day, of which seventy percent have nothing to do with work.
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.
We are being ruined by the best efforts of people who are doing the wrong thing.
The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
The worker is not the problem. The problem is at the top! Management!
Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force
The result of long-term relationships is better and better quality, and lower and lower costs.
Rational behavior requires theory. Reactive behavior requires only reflex action.
All anyone asks for is a chance to work with pride.
...the most important things we need to manage can't be measured.
Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
Choice of aim is clearly a matter of clarification of values, especially on the choice between possible options.
Plants don't close from poor workmanship, but from poor management.
Whenever there is fear, you will get wrong figures.
You can only elevate individual performance by elevating that of the entire system.
If you do not know how to ask the right question, you discover nothing.
Confusing common causes with special causes will only make things worse.
Does experience help? NO! Not if we are doing the wrong things.
No one can measure the loss of business that may arise from a defective item that goes out to a customer.
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