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W. Edwards Deming quotes (showing 1-30 of 35)

“In God we trust; all others bring data.”
W. Edwards Deming
“Learning is not cumpulsory... neither is survival.”
W. Edwards Deming
“If you can't describe what you are doing as a process, you don't know what you're doing.”
W. Edwards Deming
“Learning is not compulsory... neither is survival.”
W. Edwards Deming
“Experience by itself teaches nothing... Without theory, experience has no meaning. Without theory, one has no questions to ask. Hence, without theory, there is no learning.”
W. Edwards Deming, The New Economics for Industry, Government, Education
“The worker is not the problem. The problem is at the top! Management!”
W. Edwards Deming
“Without data, you're just another person with an opinion.”
W. Edwards Deming
tags: data
“In God we trust; all others must bring data.”
W. Edwards Deming
“It is not necessary to change. Survival is not mandatory.”
W. Edwards Deming
“It is not enough to do your best, you must know what to do, and then do your best.”
W. Edwards Deming
“She learns, after she finishes the job, that she programmed very well the specifications as delivered to her, but that they were deficient. If she had only known the purpose of the program, she could have done it right for the purpose, even though the specifications were deficient.”
W. Edwards Deming, Out of the Crises
“A bad system will beat a good person every time.”
W. Edwards Deming
“A goal without amethod is cruel.”
W. Edwards Deming
“If you can't describe what you are doing as a process, you don't know what you are doing”
W. Edwards Deming
“The transformation can only be accomplished by man, not by hardware (computers, gadgets, automation, new machinery). A company can not buy its way into quality.”
W. Edwards Deming, Out of the Crises
“it will not suffice to have customers that are merely satisfied. Customers that are unhappy and some that are merely satisfied switch. Profit comes from repeat customers—those that boast about the product or service.”
W. Edwards Deming, Out of the Crises
“Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.”
W. Edwards Deming, The Essential Deming: Leadership Principles from the Father of Quality
“Many customers form their opinions about the product or about the service solely by their contacts with the people that they see—contact men, I will call them.”
W. Edwards Deming, Out of the Crises
“Every system is perfectly designed to get the result that it does.”
W. Edwards Deming
“You don't know what you don't know.”
W. Edwards Deming
“Competent men in every position, if they are doing their best, know all that there is to know about their work except how to improve it.”
W. Edwards Deming, Out of the Crises
“Any substantial improvement must come from action on the system, the responsibility of management. Wishing and pleading and begging the workers to do better was totally futile.”
W. Edwards Deming, Out of the Crises
“Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend.”
W. Edwards Deming, The Essential Deming: Leadership Principles from the Father of Quality
“Schools of business responded to popular demand for finance and creative accounting. The results are decline.”
W. Edwards Deming, Out of the Crises
“quality control departments have taken the job of quality away from the people that can contribute most to quality—management, supervisors, managers of purchasing, and production workers.”
W. Edwards Deming, Out of the Crises
“    Beware of conference-room promises. (Ronald Moen.)”
W. Edwards Deming, Out of the Crises
“One of my students told the class that he worked in a bank in which everybody made note of every action—a telephone call, a calculation, use of a computer, waiting on a customer, etc. There was a standard time for every act, and everybody was rated every day. Some days this man would make a score of 50, next day 260, etc. Everybody was ranked on his score, the lower the score, the higher the rank. Morale was understandably low. “My rate is 155 pieces per day. I can’t come near this figure—and we all have the problem—without turning out a lot of defective items.” She must bury her pride of workmanship to make her quota, or lose pay and maybe also her job. It could well be that with intelligent supervision and help, and with no inherited defects, this operator could produce in a day and with less effort many more good items than her stated rate. Some people in management claim that they have a better plan: dock her for a defective item. This sounds great. Make it clear that this is not the place for mistakes and defective items. Actually, this may be cruel supervision. Who declares an item to be defective? Is it clear to the worker and to the inspector—both of them—what constitutes a defective item? Would it have been declared defective yesterday? Who made the defective item? The worker, or the system? Where is the evidence?”
W. Edwards Deming, Out of the Crises
“Quality is pride of workmanship.”
W. Edwards Deming
“No one has all the answers. Fortunately, it is not necessary to have all the answers for good management.”
W. Edwards Deming, Out of the Crises
“The pay and privilege of the captains of industry are now so closely linked to the quarterly dividend that they may find it personally unrewarding to do what is right for the company.”
W. Edwards Deming, Out of the Crises

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Out of the Crisis Out of the Crisis
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The New Economics for Industry, Government, Education The New Economics for Industry, Government, Education
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The Essential Deming: Leadership Principles from the Father of Quality The Essential Deming
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