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William Edwards Deming citations

William Edwards Deming, né le 14 octobre 1900 à Sioux City, Iowa, mort le 20 décembre 1993 à Washington DC, est un statisticien, professeur d'université, auteur et consultant américain. Bien que son nom soit attaché principalement à la notion de qualité dans l'industrie, son enseignement concerne toutes les branches du management.

Pendant la Seconde Guerre mondiale, Deming a contribué à l'amélioration de la production des industries d'armement aux États-Unis en créant un programme de formation à l'université Stanford, mais il est surtout connu pour son influence au Japon après la guerre et les nombreux séminaires qu'il a dirigés aux États-Unis de 1980 à 1993.

À partir de 1950, Deming entre en contact avec les directeurs généraux des plus grandes entreprises japonaises ; il donne des conférences devant les ingénieurs et les cadres supérieurs de ces entreprises pour leur apprendre à améliorer la conception, la fabrication et la vente des produits grâce à de nouvelles méthodes, notamment des méthodes statistiques. Il contribue ainsi dans une large mesure à la renommée du Japon en matière de produits innovants, de haute qualité, ainsi qu'à la montée en puissance de son économie, ce que l'empereur du Japon a reconnu en le décorant en 1960 dans l'Ordre de seconde classe du Trésor sacré, la plus haute distinction que peut recevoir un étranger.

Fondé en 1950 par la JUSE, l'association des scientifiques et ingénieurs japonais, le prix Deming donne lieu à une grande cérémonie annuelle. Il est souvent assimilé à un « prix Nobel » du management.

Alors que Deming est considéré depuis longtemps au Japon comme un héros national, ce n'est qu'au moment de sa disparition en décembre 1993 qu'il a été reconnu par la presse américaine comme un personnage historique dont l'influence sur l'économie mondiale est considérable. Mais son enseignement est loin d'avoir été compris et mis en application par les entreprises américaines, a fortiori par les entreprises occidentales. Il considère que la principale incompréhension de son enseignement est due à « une inaptitude fondamentale à interpréter l'information en termes de variations ». Wikipedia  

✵ 14. octobre 1900 – 20. décembre 1993
William Edwards Deming photo
William Edwards Deming: 33   citations 0   J'aime

William Edwards Deming: Citations en anglais

“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.”

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W. Edwards Deming

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

“Choice of aim is clearly a matter of clarification of values, especially on the choice between possible options.”

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W. Edwards Deming

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

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

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W. Edwards Deming

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

“In Europe and in America, people are now more interested in the cost of quality and in systems of quality-audit. But in Japan, we are keeping very strong interest to improve quality by use of methods which you started…. when we improve quality we also improve productivity, just as you told us in 1950 would happen.”

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W. Edwards Deming

Source: Out Of The Crisis (1982), p. 2

“Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.”

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W. Edwards Deming

Source: Out Of The Crisis (1982), p. 23 (Point 5 from the "Condensation of the 14 Points for Management" presented in Chapter 2)

“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.”

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W. Edwards Deming

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

“The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.”

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W. Edwards Deming

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

“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.”

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W. Edwards Deming

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

“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.”

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W. Edwards Deming

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

“Defects are not free. Somebody makes them, and gets paid for making them.”

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W. Edwards Deming

Source: Out Of The Crisis (1982), p. 11

“Blame the process, not the people.”

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W. Edwards Deming

Deming Seminar, Alexandria, Virginia, 19-22 January 1992 http://ltojconsulting.com/wp-content/uploads/2014/01/Deming-quotes.pdf

“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.”

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W. Edwards Deming

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

“Learning is not compulsory; it's voluntary. Improvement is not compulsory; it's voluntary. But to survive, we must learn.”

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W. Edwards Deming

Deming: The Way We Knew Him http://books.google.com/books?id=VKBz5RW5yFcC&pg=PA125&dq=%22learning+is+not+compulsory%22+%22+survival%22&hl=en&sa=X&ei=fcqtUtH0BYbioATs44HQAw&ved=0CEwQ6AEwBjgy#v=onepage&q=%22learning%20is%20not%20compulsory%22%20%22%20survival%22&f=false (1995)
This quote is often cited as “Learning is not compulsory... neither is survival.”

“What is a system? A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.”

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W. Edwards Deming

We are of course talking here about a man-made system.
The New Economics for Industry, Government, Education (1993)

“Uncontrolled variation is the enemy of quality.”

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W. Edwards Deming

Attributed to Edward Deming (1980) in: Chang W. Kang, Paul H. Kvam (2012) Basic Statistical Tools for Improving Quality. p. 19

“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”

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W. Edwards Deming

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

“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.”

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W. Edwards Deming

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

“Quality comes not from inspection, but from improvement of the production process.”

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W. Edwards Deming

Source: Out Of The Crisis (1982), p. 29

“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.”

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W. Edwards Deming

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

“What is the variation trying to tell us about a process, about the people in the process?”

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W. Edwards Deming

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

“... the principle that where there is fear, there will be wrong figures....”

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W. Edwards Deming

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

“Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer…”

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W. Edwards Deming

Source: Out Of The Crisis (1982), p. 175

“In God we trust. All others must bring data.”

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W. Edwards Deming

Earliest attestation 1978; see Statistics.
Frequently attributed to Deming; it appears in The Deming Management Method, by Mary Walton, 1986, p. 96 https://books.google.com/books?id=4tPlxq76ssYC&pg=PA96&dq=%22in%20god%20we%20trust.%20all%20others%20must%20use%20data.%22, without any attribution, to Deming or anyone else:
Source: “In God we trust. All others must bring data” http://www.barrypopik.com/index.php/new_york_city/entry/in_god_we_trust_all_others_must_bring_data, Barry Popik, The Big Apple, October 19, 2015
Source: Misattributed, Chapter 20: Doing It with Data: "In God we trust. All others must bring data." If there is a credo for statisticians, it is that.

“It is important that an aim never be defined in terms of a specific activity or method. It must always relate to a better life for everyone.”

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W. Edwards Deming

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

“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!”

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W. Edwards Deming

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

“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.”

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W. Edwards Deming

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

“Experience by itself teaches nothing…Without theory, experience has no meaning. Without theory, one has no questions to ask. Hence without theory there is no learning.”

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W. Edwards Deming

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

“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.”

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W. Edwards Deming

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

“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.”

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W. Edwards Deming

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

“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.”

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W. Edwards Deming

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

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