Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not… — W. Edwards Deming Copy Share Image
We should work on our process, not the outcome of our processes. — 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
Quality comes not from inspection, but from improvement of the production process. — 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
If you can't describe what you are doing as a process, you don't know what you're doing. — 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
