How can she put forth her best efforts when no matter how carefully she works, the item will still be defective? If no one cares, why should she? In contrast, when defects are rare or nonexistent or well explained, she understands that the management are accepting their proper responsibility, and she feels an obligation to put forth her best efforts: they are now effective.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 428, Quoting Lloyd S. Nelson
I don’t want the 10 reasons why you can’t do it, I want the one way you’re going to do it. Anytime anybody suggests anything to anybody you got 10 reasons it can’t be done. I don’t want those I want the one way you’re gonna do it.
W. Edwards Deming at Western Connecticut State University – February 6, 1990
,1:40:30, in regard to abolishing the merit system
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.
Deming, W. Edwards. (2013). The Essential Deming: Leadership Principles from the Father of Quality. McGraw Hill Education.
,page 200, (Regarding student papers.)
I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this:
94% belongs to the system (responsibility of management)
6% special
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 270
If you change the rule for counting people, you come up with a new number.
Improvement of quality and productivity, to be successful in any company, must be a learning process, year by year, top management leading the whole company.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 117
In my mind, if you run your company on visible figures alone, you will have neither company nor figures, given a little time. The most important figures are unknown and unknowable. That opinion comes from my good friend, Dr. Lloyd Nelson.
Deming, W. Edwards. (2013). The Essential Deming: Leadership Principles from the Father of Quality. McGraw Hill Education.
,page 169. From “An Interview with Dr. W. Edwards Deming,” Forum Issues 13, Fall 1991.
Inspection does not improve the quality, nor guarantee quality.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,Page 26
Inspection to improve quality is too late, ineffective, costly.
Deming, W. Edwards. (2000). Out of the Crisis – 2nd Edition. Kindle Edition. The MIT Press.
,page 26