Quotes by W. Edwards Deming
I read them. Not to grade them. No, I read them to see how I am doing. Where am I failing? What don’t they understand? Why do they give wrong answers? Why do they have some point of view that I don’t think is right? Where am I failing? Where do I need to build up.
One gets a good rating for fighting a fire. The result is visible; can be quantified. If you do it right the first time, you are invisible. You satisfied the requirements. That is your job. Mess it up, and correct it later, you become a hero.
It is not enough to do your best; you must know what to do, and then do your best.
The idea of a merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good.
The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
The merit rating rewards people that conform to the system. It does not reward attempts to improve the system. Don’t rock the boat.
It is not necessary to change. Survival is not mandatory.
A bad system will beat a good person every time.
“We installed quality control.” No. You can install a new desk, or a new carpet, or a new dean, but not quality control. Anyone that proposes to “install quality control” unfortunately has little knowledge about quality control.
We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, ‘You cannot inspect quality into a product.’ The quality is there or it isn’t by the time it’s inspected.
Experience teaches nothing. In fact there is no experience to record without theory… Without theory there is no learning… And that is their downfall. People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.
the system that people work in and the interaction with people may account for 90 or 95 percent of performance.