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Improve Constantly And Forever The System Of Production And Service, To Improve Quality And Productivity, And Thus Constantly Decrease Costs.

-W. Edwards Deming

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Improve Constantly And Forever

W. Edwards Deming

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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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For Quality: Stamp Out Fires, Automate, Computerize, M.b.o., Install Merit Pay, Rank People, Best Efforts, Zero Defects. Wrong!!!! Missing Ingredient: Profound Knowledge.

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.

Management's Job Is To Know Which Systems Are Stable And Which Are Not.

We Must Satisfy Our Customers.

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.

We Want Best Efforts Guided By Theory.

Each System Is Perfectly Designed To Give You Exactly What You Are Getting Today.

In God We Trust; All Others Bring Data.

Funny Good Morning

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.

Eliminate Numerical Quotas, Including Management By Objectives.

If You Do Not Know How To Ask The Right Question, You Discover Nothing.

Asking The Right Questions

Does Experience Help? No! Not If We Are Doing The Wrong Things.

Learn The Basics Of Analytics And People Will Love You. If You Don't Have Time To Learn, Hire Someone.

Quality Is Pride Of Workmanship.

When We Cooperate, Everybody Wins.

It Only Takes A Little Innovation.

Learning Is Not Compulsory; It's Voluntary... But To Survive, We Must Learn.

The Most Important Figures For Management Of Any Organization Are Unknown And Unknowable.

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.

Management By Results - Like Driving A Car By Looking In Rear View Mirror.

I Am Not Reporting Things About People. I Am Reporting Things About Practices.

Let Us Ask Our Suppliers To Come And Help Us To Solve Our Problems.

Shrink, Shrink Variation, To Reduce The Loss.

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.

The Most Important Things Cannot Be Measured.

Important Things

The Transformation Will Come From Leadership.

A Leader Knows Who Is Outside Of The System And Needs Special Help.

A Rational Prediction Has An Explanation Based On Theory.

You Can Not Hear What You Do Not Understand.

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.

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.

Managing By Results Only Makes Things Worse.

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

There Is No Substitute For Knowledge.

If Someone Can Make A Contribution To The Company He Feels Important.

Whenever There Is Fear, You Will Get Wrong Figures.

People Are Entitled To Joy In Work.

People Need To Know How Their Job Contributes.

The Most Important Measures Are Both Unknown And Unknowable.

If You Destroy The People Of A Company, You Do Not Have Much Left.

Quality Begins With The Intent, Which Is Fixed By Management.

Now, We Learn That A System Must Have An Aim. Without An Aim, There Is No System.

There Is No Economy In Having One Operation Produce A Part And Another Separate The Good Ones From The Bad Ones.

It Is Not Necessary To Change. Survival Is Not Mandatory.

Management Is Prediction.

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.

You Can Not Achieve An Aim Unless You Have A Method.

Knowledge Is The Key.

The Aim Of Leadership Should Be To Improve The Performance Of Man And Machine, To Improve Quality, To Increase Output, And Simultaneously To Bring Pride Of Workmanship To People. Put In A Negative Way, The Aim Of Leadership Is Not Merely To Find And Record Failures Of Men, But To Remove The Causes Of Failure: To Help People To Do A Better Job With Less Effort.

When A System Is Stable, Telling The Worker About Mistakes Is Only Tampering.

A Committee Appointed By The President Of A Company Will Report What The President Wishes To Hear. Would They Dare Report Otherwise?.

Profit In Business Comes From Repeat Customers

Loyal Customers

Focus In Business

Great Customer Service

Innovation Comes From The Producer - Not From The Customer.

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.

When People Try To Do What They Can Not Do, They Wish To Give Up.

Without Theory There Is Nothing To Modify Or Learn.

No Requirement Of Industry Is So Much Neglected As Operational Definitions.

I Think That People Here Expect Miracles. American Management Thinks That They Can Just Copy From Japan - But They Don't Know What To Copy!

The Customer Invents Nothing. New Products And New Services Come From The Producer.

It Does Not Happen All At Once. There Is No Instant Pudding.

Management Does Not Know What A System Is.

A Goal Without A Method Is Nonsense.

Scrap Doesn't Come For Free, We Pay Someone To Make It.

Lean Manufacturing

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.

It's Not Enough To Do Your Best; You Must Know What To Do & Then Do Your Best.

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.

Nobody Goes To Work To Do A Bad Job.

A Leader's Job Is To Help His People.

No One Can Measure The Loss Of Business That May Arise From A Defective Item That Goes Out To A Customer.

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.

To Optimize The Whole, We Must Sub-optimize The Parts

It Is Management's Job To Direct The Efforts Of All Components Toward The Aim Of The System. The First Step Is Clarification: Everyone In The Organization Must Understand The Aim Of The System, And How To Direct His Efforts Toward It. Everyone Must Understand The Damage And Loss To The Whole Organization From A Team That Seeks To Become A Selfish, Independent, Profit Center.

You Can Not Define Being Exactly On Time.

You Have To Manage A System. The System Doesn't Manage Itself.

The Worker Is Not The Problem. The Problem Is At The Top! Management!

You Do Not Find Knowledge In A Dictionary, Only Information.

Change The Rule And You Will Get A New Number.

A System Can Not Understand Itself.

All Anyone Asks For Is A Chance To Work With Pride.

Competition Should Not Be For A Share Of The Market-but To Expand The Market.

Zero Defects Is A Super Highway Going Down The Tube.

Quality Starts In The Boardroom.

It Is Wrong To Suppose That If You Can’t Measure It, You Can’t Manage It – A Costly Myth

Uncontrolled Variation Is The Enemy Of Quality.

Put A Good Person In A Bad System And The Bad System Wins, No Contest.

Nothing Happens Without Personal Transformation.

Personal Transformation

You Must Not Run Your Organization As A Functional Hierarchy. You Must Understand It As A System.

Anybody Can Achieve Gains In Quality By Slowing Down Production. That Is Not What We Are Talking About.

You Can Expect What You Inspect.

Without Theory We Can Only Copy.

There Must Be Consistency In Direction.

We Are Here To Learn, To Make A Difference And To Have Fun.

Making A Difference

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.

You Can See From A Flow Diagram Who Depends On You And Whom You Can Depend On. You Can Now Take Joy In Your Work.

The Process Is Not Just The Sum Of Its Parts.

Just Because You Can Measure Everything Doesn't Mean That You Should.

Survival Is Optional. No One Has To Change.

We Are Here To Make Another World.

The System That People Work In And The Interaction With People May Account For 90 Or 95 Percent Of Performance.

Performance Review

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.

Everyone Is A Customer For Somebody, Or A Supplier To Somebody.

The Only Useful Function Of A Statistician Is To Make Predictions, And Thus To Provide A Basis For Action.

We Know What We Told Him, But We Don't Know What He Heard.

Lack Of Knowledge - That Is The Problem.

Lack Of Knowledge

There Is No Knowledge Without Theory.

Quality Is Made In The Board Room. A Worker Can Deliver Lower Quality, But She Cannot Deliver Quality Better Than The System Allow.

Mere Allocation Of Huge Sums Of Money For Quality Will Not Bring Quality.

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.

Poor Management

Without Questions, There Is No Learning.

Management By Results Is Confusing Special Causes With Common Causes.

Adopt A New Philosophy Of Cooperation (win-win) In Which Everybody Wins.

Defects Are Not Free. Somebody Makes Them, And Gets Paid For Making Them.

Monetary Rewards Are Not A Substitute For Intrinsic Motivation.

Experience By Itself Teaches Nothing.

Hold Everybody Accountable? Ridiculous!

We Should Work On Our Process, Not The Outcome Of Our Processes.

You Can Not Plan To Make A Discovery. You Do Not Plan Innovation.

A Manager Of People Knows That In This Stable State It Is Distracting To Tell The Worker About A Mistake.

There Is Very Little Evidence That We Give A Hoot About Profit.

The Questions Are More Important Than The Answers.

Retroactive Management Emphasizes The Bottom Line.

Long-term Commitment To New Learning And New Philosophy Is Required Of Any Management That Seeks Transformation. The Timid And The Fainthearted, And The People That Expect Quick Results, Are Doomed To Disappointment.

The Most Basic Problem Is That Performance Appraisals Often Don't Accurately Assess Performance.

Understanding Variation Is The Key To Success In Quality And Business.

Any Two People Have Different Ideas Of What Is Important.

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.

You Cannot Inspect Quality Into The Product; It Is Already There.

Improve Quality, You Automatically Improve Productivity.

You Can Only Elevate Individual Performance By Elevating That Of The Entire System.

Project Management

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?

A Man Who Knows Not His Limitations Is Of No Use To Anyone.

If You Can't Describe What You Are Doing As A Process, You Don't Know What You're Doing.

Systems And Processes

A Leader Must Have Knowledge. A Leader Must Be Able To Teach.

Nobody Should Try To Use Data Unless He Has Collected Data.

...the Most Important Things We Need To Manage Can't Be Measured.

The Prevailing Style Of Management Must Undergo Transformation. A System Can Not Understand Itself. The Transformation Requires A View From Outside.

Research Shows That The Climate Of An Organization Influences An Individuals Contribution Far More Than The Individual Himself.

We Must Understand Variation.

Foremost Is The Principle That The Purpose Of Consumer Research Is To Understand The Customer's Needs And Wishes, And Thus Design Product And Service That Will Provide Better Living For Him In The Future. A Second Principle Is That No One Can Guess The Future Loss Of Business From A Dissatisfied Customer.

We Have To Bring Back The Individual. Management Has Smothered The Individual.

You Should Not Ask Questions Without Knowledge.

Absence Of Defects Does Not Necessarily Build Business... Something More Is Required.

Our Prevailing System Of Management Has Destroyed Our People. People Are Born With Intrinsic Motivation, Self-respect, Dignity, Curiosity To Learn, Joy In Learning. The Forces Of Destruction Begin With Toddlers - A Prize For The Best Halloween Costume, Grades In School, Gold Stars - And On Up Through The University. On The Job People, Teams, And Divisions Are Ranked, Reward For The Top, Punishment For The Bottom. Management By Objectives, Quotas, Incentive Pay, Business Plans, Put Together Separately, Division By Division, Cause Further Loss, Unknown And Unknowable.

You Do Not Install Quality; You Begin To Work At It.

Improve Constantly And Forever The System Of Production And Service, To Improve Quality And Productivity, And Thus Constantly Decrease Costs.

You Do Not Install Knowledge.

People Are Born With Intrinsic Motivation, Self-esteem, Dignity, Curiosity To Learn, Joy In Learning.

A Bad System Will Beat A Good Person Every Time.

Systems Thinking

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.

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.

Quality Is Everyone's Responsibility.

The Customer Is The Most Important Part Of The Production Line.

It Would Be A Mistake To Export Western Management To A Friendly Country.

Confusing Common Causes With Special Causes Will Only Make Things Worse.

To Copy Is To Invite Disaster.

People Learn In Different Ways: Reading, Listening, Pictures, Watching.

Meeting Specifications Is Not Enough.

A System Must Be Managed. It Will Not Manage Itself. Left To Themselves In The Western World, Components Become Selfish, Competitive. We Cannot Afford The Destructive Effect Of Competition.

We Are Being Ruined By The Best Efforts Of People Who Are Doing The Wrong Thing.

Information Is Not Knowledge. Let's Not Confuse The Two.

Sub-optimization Is When Everyone Is For Himself. Optimization Is When Everyone Is Working To Help The Company.

To Manage One Must Lead. To Lead, One Must Understand The Work That He And His People Are Responsible For

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

Innovation Comes From People Who Take Joy In Their Work.

The Biggest Cost Of Poor Quality Is When Your Customer Buys It From Someone Else Because They Didn't Like Yours.

Forces Of Destruction: Grades In School, Merit System, Incentive Pay, Business Plans, Quotas.

Management's Job Is To Optimize The Whole System.

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.

Working Together

Manage The Cause, Not The Result.

Divide Responsibility And Nobody Is Responsible.

Two Basic Rules Of Life Are: 1) Change Is Inevitable. 2) Everybody Resists Change.

The Emphasis Should Be On Why We Do A Job.

Business Success

Anyone That Enjoys His Work Is A Pleasure To Work With.

The Principles And Methods For Improvement Are The Same For Service As For Manufacturing. The Actual Application Differs, Of Course, From One Product To Another, And From One Type Of Service To Another.

Transformation Is Not Automatic. It Must Be Learned; It Must Be Led.

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.

To Successfully Respond To The Myriad Of Changes That Shake The World, Transformation Into A New Style Of Management Is Required. The Route To Take Is What I Call Profound Knowledge, Knowledge For Leadership Of Transformation.

Does The Customer Invent New Product Or Service? The Customer Generates Nothing. No Customer Asked For Electric Lights. There Was Gas And Gas Mantles, Which Gave Good Light.

Stamping Out Fires Is A Lot Of Fun, But It Is Only Putting Things Back The Way They Were.

People Copy Examples And Then They Wonder What Is The Trouble. They Look At Examples And Without Theory They Learn Nothing.

Any Manager Can Do Well In An Expanding Market.

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.

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.

Systems And Processes

A Rule Should Suit The Purpose.

The Ultimate Purpose Of Collecting The Data Is To Provide A Basis For Action Or A Recommendation.

The Problem Is That Most Courses Teach What Is Wrong.

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.

Knowledge Needs To Be A Verb.

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.

The Main Difference Between Service And Manufacturing Is The Service Department Doesn't Know That They Have A Product.

The Individual Has Been Crushed By Our Style Of Management Today.

Don't Expect Smart People To Listen To You Without Proof.

Judging People Does Not Help Them.

The Greatest Losses Are Unknown And Unknowable.

Many People In Management Are Being Paid To Produce Waste.

People Work In The System. Management Creates The System

People Need To Know What Their Jobs Are.

We Are Here For An Education.

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