Declining productivity and quality means your unit production costs stay high but you don’t have as much to sell.
W. EDWARDS DEMINGPeople with targets and jobs dependent upon meeting them will probably meet the targets – even if they have to destroy the enterprise to do it.
More W. Edwards Deming Quotes
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If you can’t describe what you are doing as a process, you don’t know what you’re doing.
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Export anything to a friendly country except American management.
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We are here to make another world.
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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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Any manager can do well in an expanding market.
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If you do not know how to ask the right question, you discover nothing.
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Profit in business comes from repeat customers.
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I am forever learning and changing.
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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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When a system is stable, telling the worker about mistakes is only tampering.
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You know the cost of replacing it, but not the cost of a dissatisfied customer.
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Rational behavior requires theory. Reactive behavior requires only reflex action.
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Hold everybody accountable? Ridiculous!
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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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Eliminate numerical quotas, including Management by Objectives.
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The result of long-term relationships is better and better quality, and lower and lower costs.
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All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.
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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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No one knows the cost of a defective product – don’t tell me you do.
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What should be the aim of management? What is their job?
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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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People with targets and jobs dependent upon meeting them will probably meet the targets – even if they have to destroy the enterprise to do it.
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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.
W. EDWARDS DEMING