If you destroy the people of a company, you do not have much left. — W. Edwards Deming Copy Share Image
We have to bring back the individual. Management has smothered the individual. — W. Edwards Deming Copy Share Image
Stamping out fires is a lot of fun, but it is only putting things back the way they were. — W. Edwards Deming Copy Share Image
The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside. — W. Edwards Deming Copy Share Image
To manage one must lead. To lead, one must understand the work that he and his people are responsible for — W. Edwards Deming Copy Share Image
Management of outcomes may not be any more than a skill. It does not require knowledge. — W. Edwards Deming Copy Share Image
The main difference between service and manufacturing is the service department doesn't know that they have a product. — 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
No one can measure the loss of business that may arise from a defective item that goes out to a customer. — 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
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
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
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
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
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
The prevailing - and foolish - attitude is that a good manager can be a good manager anywhere, with no special knowledge… — W. Edwards Deming Copy Share Image
When a worker has reached a stable state, further training will not help him. — W. Edwards Deming Copy Share Image
Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change. — W. Edwards Deming Copy Share Image
Absence of defects does not necessarily build business... Something more is required. — W. Edwards Deming Copy Share
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
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
The only useful function of a statistician is to make predictions, and thus to provide a basis for action. — W. Edwards Deming Copy Share
Sub-optimization is when everyone is for himself. Optimization is when everyone is working to help the company. — W. Edwards Deming Copy Share
Rational behavior requires theory. Reactive behavior requires only reflex action. — W. Edwards Deming Copy Share
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
“It is not enough to just do your best or work hard; You must know what to work on.” — W. Edwards Deming Copy Share
Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change. — W. Edwards Deming Copy Share
