W. Edwards Deming: Management

“A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.”

W. Edwards Deming

The New Economics for Industry, Government, Education (1993)

People , Understanding

“The worker is not the problem. The problem is at the top! Management!”

W. Edwards Deming

Cultural Transformation Study Guide http://forecast.umkc.edu/ftppub/ba541/DEMINGLIBRARY/DLVol24-25.PDF Accessed December 19, 2006

Problem

“Management’s job. It is management’s job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit centre.”

W. Edwards Deming

The New Economics for Industry, Government, Education (1993)

Understanding , Effort , Loss , Selfishness

“To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge - knowledge for leadership of transformation.”

W. Edwards Deming

The New Economics for Industry, Government, Education (1993)

World , Knowledge , Change

“They realized that the gains that you get by statistical methods are gains that you get without new machinery, without new people. Anybody can produce quality if he lowers his production rate. That is not what I am talking about. Statistical thinking and statistical methods are to Japanese production workers, foremen, and all the way through the company, a second language. In statistical control you have a reproducible product hour after hour, day after day. And see how comforting that is to management, they now know what they can produce, they know what their costs are going to be.”

W. Edwards Deming

If Japan Can...Why Can't We? (1980)

People , Way , Thinking

“That's all window dressing. That's not fundamental. That's not getting at change and the transformation that must take place. Sure we have to solve problems. Certainly stamp out the fire. Stamp out the fire and get nowhere. Stamp out the fires puts us back to where we were in the first place. Taking action on the basis of results without theory of knowledge, without theory of variation, without knowledge about a system. Anything goes wrong, do something about it, overreacting; acting without knowledge, the effect is to make things worse. With the best of intentions and best efforts, managing by results is, in effect, exactly the same, as Dr. Myron Tribus put it, while driving your automobile, keeping your eye on the rear view mirror, what would happen? And that's what management by results is, keeping your eye on results.”

W. Edwards Deming

The Deming of America, Documentary broadcast on the PBS network (1991)

Knowledge , Problem , Effort , Change

“Why waste knowledge?… No company can afford to waste knowledge. Failure of management to breakdown barriers between activities… is one way to waste knowledge. People that are not working together are not contributing their best to the company. People as they work together, feeling secure in the job reinforce their knowledge and efforts. Their combined output, when they are working together, is more than the sum of their separate”

W. Edwards Deming

Source: Quality, Productivity and Competitive Position, (1982), p. 352–353

People , Way , Feeling , Failure

“Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.”

W. Edwards Deming

The New Economics for Industry, Government, Education (1993)

World , Knowledge

“Loss of market begets unemployment. Emphasis has been on short-term profit, to the undernourishment of plans that might generate new product and service that would keep the company alive and provide jobs and more jobs. It is no longer socially acceptable performance to lose market and to dump hourly workers on to the heap of unemployed.
The basic sickness of American industry and resulting unemployment is failure of top management to manage. Loss of market, and unemployment, are not foreordained. They are not inevitable. They are not acceptable. The day is past when people in management need not know anything about management by which I mean to include problems of production, supervision, training.”

W. Edwards Deming

Source: Quality, Productivity and Competitive Position, (1982), p. i; Preface

People , Failure , Problem , Loss

“I think that people here expect miracles. American management thinks that they can just copy from Japan—but they don't know what to copy!”

W. Edwards Deming

If Japan Can...Why Can't We? (1980)

People , Thinking

“A system must be managed. It will not manage itself. Left to themselves in the Western world, components become selfish, competitive, independent profit centres, and thus destroy the system.... The secret is cooperation between components toward the aim of the organization. We can not afford the destructive effect of competition.”

W. Edwards Deming

The New Economics for Industry, Government, Education (1993)

Secret , World , Selfishness

“Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service…The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.”

W. Edwards Deming

Source: Out Of The Crisis (1982), p. 99

Money , World , Business , Problem

“The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in. The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people. Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to.”

W. Edwards Deming

The New Economics for Industry, Government, Education (1993)

Life , People , Understanding , Knowledge

“The aim of this book is to try to explain to top management of America that their job is to improve competitive position. One need not be an economist to understand from the papers that many American products are not competitive at home or abroad, lost to foreign invasion, causing unemployment at home. Failure of management to plan for the future and to foresee problems has nurtured waste of manpower, of materials and of machine time, all of which raise the manufacturers costs and the price the purchaser must pay. The consumer is not always willing to subsidize this waste.”

W. Edwards Deming

Source: Quality, Productivity and Competitive Position, (1982), p. i; Preface

Books , Home , Failure , Understanding

“Statistical methods had taken fire in America around 1942, following a series of ten-day intensive courses for engineers, initiated by Stanford University on a suggestion from this author. The war department also gave courses at factories of suppliers. Brilliant applications attracted much attention, but the flare of statistical methods by themselves, in an atmosphere in which management did not know their responsibilities, burned, sputtered, fizzled and died out.”

W. Edwards Deming

Source: Quality, Productivity and Competitive Position, (1982), p. 101

War , Universe

“The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they were taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management.”

W. Edwards Deming

Source: Out Of The Crisis (1982), p. 134

World , Dreams , Way , Problem