A leader knows who is outside of the system and needs special help. — W. Edwards Deming Copy Share Image
Confusing common causes with special causes will only make things worse. — W. Edwards Deming Copy Share Image
I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this:… — W. Edwards Deming Copy Share Image
Management by results is confusing special causes with common causes. — 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
