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
The system that people work in and the interaction with people may account for 90 or 95 percent of performance. — 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
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
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
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
