Confusing common causes with special causes will only make things worse. — W. Edwards Deming Copy Share Image
It would be a mistake to export western management to a friendly country. — W. Edwards Deming Copy Share Image
I am not reporting things about people. I am reporting things about practices. — W. Edwards Deming Copy Share Image
The worker is not the problem. The problem is at the top! Management! — W. Edwards Deming Copy Share Image
What makes a scientist great is the care that he takes in telling you what is wrong with his results, so that… — W. Edwards Deming Copy Share Image
The most important figures for management of any organization are unknown and unknowable. — W. Edwards Deming Copy Share Image
Sub-optimization is when everyone is for himself. Optimization is when everyone is working to help the company. — W. Edwards Deming Copy Share Image
It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be… — W. Edwards Deming Copy Share Image
Quality is made in the board room. A worker can deliver lower quality, but she cannot deliver quality better than the system… — W. Edwards Deming Copy Share Image
What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is… — W. Edwards Deming Copy Share Image
The most basic problem is that performance appraisals often don't accurately assess performance. — W. Edwards Deming Copy Share Image
You can see from a flow diagram who depends on you and whom you can depend on. You can now take joy… — W. Edwards Deming Copy Share Image
Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not… — W. Edwards Deming Copy Share Image
One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable,… — W. Edwards Deming Copy Share Image
One need not be eminent in any part of profound knowledge in order to understand it and to apply it. The various… — W. Edwards Deming Copy Share Image
I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this:… — W. Edwards Deming Copy Share Image
A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that… — W. Edwards Deming Copy Share Image
The customer invents nothing. New products and new services come from the producer. — W. Edwards Deming Copy Share Image
Management by results is confusing special causes with common causes. — W. Edwards Deming Copy Share Image
You can not plan to make a discovery. You do not plan innovation. — W. Edwards Deming Copy Share Image
Export anything to a friendly country except American management. — W. Edwards Deming Copy Share Image
If someone can make a contribution to the company he feels important. — W. Edwards Deming Copy Share Image
A leader knows who is outside of the system and needs special help. — W. Edwards Deming Copy Share Image
Absence of defects does not necessarily build business... Something more is required. — W. Edwards Deming Copy Share Image
In Japan, a company worker's position is secure. He is retrained for another job if his present job is eliminated by productivity improvement. — W. Edwards Deming Copy Share Image
It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be in trouble. — W. Edwards Deming Copy Share Image
The only useful function of a statistician is to make predictions, and thus to provide a basis for action. — W. Edwards Deming Copy Share Image
Sub-optimization is when everyone is for himself. Optimization is when everyone is working to help the company. — W. Edwards Deming Copy Share Image
Rational behavior requires theory. Reactive behavior requires only reflex action. — W. Edwards Deming Copy Share Image
A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance… — W. Edwards Deming Copy Share Image
