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
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 aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously… — 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 only elevate individual performance by elevating that of the entire system. — 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
