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
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… — W. Edwards Deming Copy Share Image
Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to… — W. Edwards Deming Copy Share Image
A manager of people knows that in this stable state it is distracting to tell the worker about a mistake. — W. Edwards Deming Copy Share Image
Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in… — 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
