Top management should publish a resolution that no one will lose his job for contribution to quality and productivity.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 24
Training for a job must teach the customer’s needs.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 47
Where-ever there’s fear you get wrong figures.
Deming, W. Edwards. (2013). The Essential Deming: Leadership Principles from the Father of Quality. McGraw Hill Education.
,page 68, From a presentation at Fordham University,
September 1992
Why does a bank close? Ever heard of a bank that closed? Why did it close? Mistakes at the tellers’ windows? Sluggishness at the tellers’ windows? Mistakes in bank statements? Mistakes in calculations of interest on loans? Nonsense. All those operations could go off without blemish and the bank could close just the same. Bad loans. That’s why it closed. Where’s quality made? In the board room, at the top. There’s where quality is made. Jobs are dependent on management’s foresight to design products and services to entice customers, and build a market. To be ready ahead of the customer.
Deming, W. Edwards. (2013). The Essential Deming: Leadership Principles from the Father of Quality. McGraw Hill Education.
,page 50, from presentation at a seminar for CEOs, “Quality, Productivity, and Competitive Position,”
1992
You can learn a lot about ice and still not understand water.
Dr. Deming’s Four-Day Seminar (1992)
,Volume 5, The System of Profound Knowledge, (available in DemingNEXT, part 7 at 00:01:49) see also page 32 of transcript
You cannot inspect quality into a product.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 26, quoting Harold F. Dodge
You cannot inspect quality into a product.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 26, quoting Harold F. Dodge
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