W. Edwards Deming Quotes About Quality
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Improve quality, you automatically improve productivity.
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All anyone asks for is a chance to work with pride.
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Understanding variation is the key to success in quality and business.
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Quality is everyone's responsibility.
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Anybody can achieve gains in quality by slowing down production. That is not what we are talking about.
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Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
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Quality is made in the board room. A worker can deliver lower quality, but she cannot deliver quality better than the system allow.
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The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.
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When a system is stable, telling the worker about mistakes is only tampering.
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You cannot inspect quality into the product; it is already there.
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The result of long-term relationships is better and better quality, and lower and lower costs.
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It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough; action is required.
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Quality starts in the boardroom.
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He that expects to quantify in dollars the gains that will accrue to a company year by year for a program for improvement of quality expounded in [Out of the Crisis] will suffer delusion. He should know before he starts that he will be able to quantify only a trivial part of the gain.
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You do not install quality; you begin to work at it.
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For Quality: Stamp out fires, automate, computerize, M.B.O., install merit pay, rank people, best efforts, zero defects. WRONG!!!! Missing ingredient: profound knowledge.
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Rational behavior requires theory. Reactive behavior requires only reflex action.
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Whenever there is fear, you will get wrong figures.
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It is not necessary to change. Survival is not mandatory.
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Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force
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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.
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If you do not know how to ask the right question, you discover nothing.
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Uncontrolled variation is the enemy of quality.
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The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.
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Quality comes not from inspection, but from improvement of the production process.
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Quality begins with the intent, which is fixed by management.
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Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
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The job can't be finished only improved to please the customer.
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Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, of the machine-time, of all which raise the manufacturer's cost and price that the purchaser must pay
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Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.
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