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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.

-W. Edwards Deming

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New Product And New

W. Edwards Deming

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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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More From W. Edwards Deming

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.

All Models Are Wrong; Some Models Are Useful.

It Is A Mistake To Assume That If Everybody Does His Job, It Will Be All Right. The Whole System May Be In Trouble.

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.

The Greatest Losses Are Unknown And Unknowable.

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.

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

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

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

To Copy Is To Invite Disaster.

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

The Aim Should Be To Work On The Method Of Management.

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

Making A Difference

People Need To Know How Their Job Contributes.

The Aim Of Education Should Be To Preserve And Nurture The Yearning For Learning That A Child Is Born With.

Aim Of Education

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

Management Does Not Know What A System Is.

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!

Monetary Rewards Are Not A Substitute For Intrinsic Motivation.

People Work In The System. Management Creates The System

Improve Quality, You Automatically Improve Productivity.

Without Theory, There Are No Questions.

The Process Is Not Just The Sum Of Its Parts.

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

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

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.

We Are Here To Make Another World.

The Questions Are More Important Than The Answers.

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

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

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

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

Lean Manufacturing

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

The Job Can't Be Finished Only Improved To Please The Customer.

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.

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

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

A Rational Prediction Has An Explanation Based On Theory.

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.

When We Cooperate, Everybody Wins.

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

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

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

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

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

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

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

A Leader Is A Coach, Not A Judge.

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

Experience By Itself Teaches Nothing.

Hold Everybody Accountable? Ridiculous!

The Source Of Innovation Is Freedom. All We Have - New Knowledge, Invention - Comes From Freedom. Discoveries And New Knowledge Come From Freedom. When Somebody Is Responsible Only To Himself, [has] Only Himself To Satisfy, Then You'll Have Invention, New Thought, Now Product, New Design, New Ideas.

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

Quality Starts In The Boardroom.

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

Without Questions, There Is No Learning.

Uncontrolled Variation Is The Enemy Of Quality.

A Bad System Will Beat A Good Person Every Time.

Systems Thinking

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

Eliminate Numerical Quotas, Including Management By Objectives.

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".

We Should Be Guided By Theory, Not By Numbers.

The Emphasis Should Be On Why We Do A Job.

Business Success

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

Without Theory We Can Only Copy.

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

Project Management

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

A Leader's Job Is To Help His People.

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

Quality Comes Not From Inspection, But From Improvement Of The Production Process.

We Must Understand Variation.

Lack Of Knowledge - That Is The Problem.

Lack Of Knowledge

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.

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

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.

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

You Can Expect What You Inspect.

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

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.

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

Divide Responsibility And Nobody Is Responsible.

Profit In Business Comes From Repeat Customers, Customers That Boast About Your Project Or Service, And That Bring Friends With Them.

Loyal Customers

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?

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.

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

The Transformation Will Come From Leadership.

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

People Care More For Themselves When They Contribute To The System.

The Aim Proposed Here For Any Organization Is For Everybody To Gain - Stockholders, Employees, Suppliers, Customers, Community, The Environment - Over The Long Term.

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.

A Goal Without A Method Is Nonsense.

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

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

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

Rational Behavior Requires Theory. Reactive Behavior Requires Only Reflex Action.

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.

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

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

...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.

Judging People Does Not Help Them.

Quality Is Pride Of Workmanship.

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.

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

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

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

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

The Most Important Measures Are Both Unknown And Unknowable.

Managing By Results Only Makes Things Worse.

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.

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

Systems And Processes

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

Performance Review

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.

He That Would Run His Company On Visible Figures Alone Will In Time Have Neither Company Nor Figures.

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

Asking The Right Questions

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

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

Survival Is Optional. No One Has To Change.

Any Two People Have Different Ideas Of What Is Important.

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.

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

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

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

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.

There Must Be Consistency In Direction.

Nothing Happens Without Personal Transformation.

Personal Transformation

You Do Not Install Knowledge.

It Only Takes A Little Innovation.

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

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

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

Innovation Comes From People Who Take Joy In Their Work.

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

When A Worker Has Reached A Stable State, Further Training Will Not Help Him.

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.

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.

A System Can Not Understand Itself.

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

Without Theory There Is Nothing To Modify Or Learn.

Knowledge Is The Key.

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.

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.

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.

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.

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

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.

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

Quality Is Everyone's Responsibility.

Many People In Management Are Being Paid To Produce Waste.

Any Manager Can Do Well In An Expanding Market.

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

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

You Can Not Define Being Exactly On Time.

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

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

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.

We Must Satisfy Our Customers.

You Can Not Hear What You Do Not Understand.

Nobody Goes To Work To Do A Bad Job.

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.

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

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

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.

Zero Defects Is A Super Highway Going Down The Tube.

Manage The Cause, Not The Result.

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

Meeting Specifications Is Not Enough.

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

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

It's Management's Job To Know.

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

The Average American Worker Has Fifty Interruptions A Day, Of Which Seventy Percent Have Nothing To Do With Work.

Time Management

Whenever There Is Fear, You Will Get Wrong Figures.

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.

One Need Not Be Eminent In Any Part Of Profound Knowledge In Order To Understand It And To Apply It. The Various Segments Of The System Of Profound Knowledge Cannot Be Separated. They Interact With Each Other. For Example Knowledge About Psychology Is Incomplete Without Knowledge Of Variation.

A System Must Be Managed. It Will Not Manage Itself.

A Rule Should Suit The Purpose.

Management By Results Is Confusing Special Causes With Common Causes.

Innovation Comes From The Producer - Not From The Customer.

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.

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

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

Management Of Outcomes May Not Be Any More Than A Skill. It Does Not Require Knowledge.

Hard Work And Best Efforts Will Not By Themselves Dig Us Out Of The Pit.

People Need To Know What Their Jobs Are.

We Want Best Efforts Guided By Theory.

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

The Result Of Long-term Relationships Is Better And Better Quality, And Lower And Lower Costs.

People Are Entitled To Joy In Work.

There Is No Knowledge Without Theory.

Shrink, Shrink Variation, To Reduce The Loss.

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

We Are Here For An Education.

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

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

Plants Don't Close From Poor Workmanship, But From Poor Management.

Poor Management

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

Knowledge Needs To Be A Verb.

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

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