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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.

-W. Edwards Deming

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Our Prevailing System Of

W. Edwards Deming

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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.

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Aim Of Education

People Work In The System. Management Creates The System

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.

You Can Not Define Being Exactly On Time.

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

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

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

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

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.

The Greatest Losses Are Unknown And Unknowable.

We Must Satisfy Our Customers.

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.

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

It's Management's Job To Know.

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

Systems And Processes

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

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

Management By Results Is Confusing Special Causes With Common Causes.

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

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

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 Most Important Measures Are Both Unknown And Unknowable.

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

The Most Important Things Cannot Be Measured.

Important Things

You Can Not Hear What You Do Not Understand.

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

A Leader's Job Is To Help His People.

You Must Have A Supplier Relationship Of Constant Improvement.

Change The Rule And You Will Get A New Number.

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

3% Of The Problems Have Figures, 97% Of The Problems Do Not.

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.

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

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

Making A Difference

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

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.

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.

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

A Leader Is A Coach, Not A Judge.

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

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

Poor Management

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

The Problem Is That Most Courses Teach What Is Wrong.

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

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

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.

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

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

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

Survival Is Optional. No One Has To Change.

Retroactive Management Emphasizes The Bottom Line.

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

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Without Theory We Can Only Copy.

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?

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

Experience By Itself Teaches Nothing.

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

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

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We Must Understand Variation.

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

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

There Must Be Consistency In Direction.

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!

Hold Everybody Accountable? Ridiculous!

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

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

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

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A Rule Should Suit The Purpose.

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Systems And Processes

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We Want Best Efforts Guided By Theory.

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

Management's Job Is To Optimize The Whole System.

Management Is Prediction.

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

The Transformation Will Come From Leadership.

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Any Manager Can Do Well In An Expanding Market.

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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.

There Is No Substitute For Knowledge.

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

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

Many People In Management Are Being Paid To Produce Waste.

Lack Of Knowledge - That Is The Problem.

Lack Of Knowledge

Nobody Goes To Work To Do A Bad Job.

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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

All Models Are Wrong; Some Models Are Useful.

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

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

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

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

In God We Trust; All Others Bring Data.

Funny Good Morning

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

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

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Eliminate Numerical Quotas, Including Management By Objectives.

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

You Can Expect What You Inspect.

Uncontrolled Variation Is The Enemy Of Quality.

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Performance Review

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

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

To Copy Is To Invite Disaster.

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

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

People Are Entitled To Joy In Work.

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

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

Choice Of Aim Is Clearly A Matter Of Clarification Of Values, Especially On The Choice Between Possible Options.

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

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

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

We Should Be Guided By Theory, Not By Numbers.

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.

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

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

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

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

Project Management

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

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

Asking The Right Questions

Nothing Happens Without Personal Transformation.

Personal Transformation

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

Innovation Comes From The Producer - Not From The Customer.

It Is Important That An Aim Never Be Defined In Terms Of Activity Or Methods. It Must Always Relate Directly To How Life Is Better For Everyone. . . . The Aim Of The System Must Be Clear To Everyone In The System. The Aim Must Include Plans For The Future. The Aim Is A Value Judgment.

The Questions Are More Important Than The Answers.

Managing By Results Only Makes Things Worse.

We Are Here To Make Another World.

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

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.

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

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

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

Zero Defects Is A Super Highway Going Down The Tube.

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.

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

Time Management

Quality Is Pride Of Workmanship.

Without Theory, There Are No Questions.

The Emphasis Should Be On Why We Do A Job.

Business Success

People Need To Know What Their Jobs Are.

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

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.

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

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.

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

Profit In Business Comes From Repeat Customers

Loyal Customers

Focus In Business

Great Customer Service

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.

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

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

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.

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

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

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

Without Questions, There Is No Learning.

Whenever There Is Fear, You Will Get Wrong Figures.

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

Judging People Does Not Help Them.

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

You Should Not Ask Questions Without Knowledge.

Meeting Specifications Is Not Enough.

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

Monetary Rewards Are Not A Substitute For Intrinsic Motivation.

Knowledge Is The Key.

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 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

You Do Not Install Knowledge.

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.

Manage The Cause, Not The Result.

A Rational Prediction Has An Explanation Based On Theory.

A System Can Not Understand Itself.

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.

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

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

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

It Only Takes A Little Innovation.

Without Theory There Is Nothing To Modify Or Learn.

Innovation Comes From People Who Take Joy In Their Work.

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

People Need To Know How Their Job Contributes.

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

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

When We Cooperate, Everybody Wins.

A Goal Without A Method Is Nonsense.

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