We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S.… — 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
The average American worker has fifty interruptions a day, of which seventy percent have nothing to do with work. — 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
Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management… — 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
