Profit in business comes from repeat customers.
W. EDWARDS DEMINGThe emphasis should be on why we do a job.
More W. Edwards Deming Quotes
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Whenever there is fear, you will get wrong figures.
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Research shows that the climate of an organization influences an individual’s contribution far more than the individual himself.
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Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD.
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American management thinks that they can just copy from Japan. But they don’t know what to copy.
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In Japan, a company worker’s position is secure. He is retrained for another job if his present job is eliminated by productivity improvement.
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The big problems are where people don’t realise they have one in the first place.
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What should be the aim of management? What is their job?
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Innovation comes from the producer – not from the customer.
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Hold everybody accountable? Ridiculous!
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People don’t like to make mistakes.
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My mother was my biggest role model. She taught me to hate waste. We never wasted anything.
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A man with a financial background may know nothing about manufacturing shoes or cars, but he’s put in charge anyway.
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Lack of knowledge… that is the problem.
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In 1945, the world was in a shambles. American companies had no competition.
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All anyone asks for is a chance to work with pride.
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Quality’ means what will sell and do a customer some good – at least try to.
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Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.
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You should not ask questions without knowledge.
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The result of long-term relationships is better and better quality, and lower and lower costs.
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The average American worker has fifty interruptions a day, of which seventy percent have nothing to do with work.
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I predicted in 1950 that in five years, manufacturers the world over would be screaming for protection. It took only four years.
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The sure way to increase productivity is to better administrate man and machine.
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If you don’t understand how to run an efficient operation, new machinery will just give you new problems of operation and maintenance.
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The prevailing – and foolish – attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he’s managing.
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Declining productivity and quality means your unit production costs stay high but you don’t have as much to sell.
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You can not define being exactly on time.
W. EDWARDS DEMING