A committee appointed by the President of a company will report what the President wishes to hear. Would they dare report otherwise?.
No one can measure the loss of business that may arise from a defective item that goes out to a customer.
Learn the basics of analytics and people will love you. If you don't have time to learn hire someone.
All anyone asks for is a chance to work with pride.
We are here to make another world.
The questions are more important than the answers.
Improve quality you automatically improve productivity.
Transformation is not automatic. It must be learned; it must be led.
The most basic problem is that performance appraisals often don't accurately assess performance.
Hold everybody accountable? Ridiculous!
The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
All models are wrong; some models are useful.
You should not ask questions without knowledge.
If you do not know how to ask the right question you discover nothing.
Quality' means what will sell and do a customer some good - at least try to.
It is a mistake to assume that if everybody does his job it will be all right. The whole system may be in trouble.
Profit in business comes from repeat customers customers that boast about your project or service and that bring friends with them.
You can not achieve an aim unless you have a method.
The greatest waste â?¦ is failure to use the abilities of peopleâ?¦to learn about their frustrations and about the contributions that they are eager to make.
Adopt a new philosophy of cooperation (win-win) in which everybody wins.
A leader must have knowledge. A leader must be able to teach.
Absence of defects does not necessarily build business... Something more is required.
He that would run his company on visible figures alone will in time have neither company nor figures.
You cannot inspect quality into the product; it is already there.
The average American worker has fifty interruptions a day of which seventy percent have nothing to do with work.
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!
When asked what single event was most helpful in developing the Theory of Relativity Albert Einstein replied "Figuring out how to think about the problem".
The aim should be to work on the method of management.
A system must have an aim. Without the aim there is no system.
The aim of education should be to preserve and nurture the yearning for learning that a child is born with.
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.
Mere allocation of huge sums of money for quality will not bring quality.
Quality starts in the boardroom.
What should be the aim of management? What is their job? Quality is the responsibility of the top people. Its origin is in the boardroom. They are the ones who decide.
Hard work and best efforts will not by themselves dig us out of the pit.
The result of long-term relationships is better and better quality and lower and lower costs.
Quality is made in the board room. A worker can deliver lower quality but she cannot deliver quality better than the system allow.
For Quality: Stamp out fires automate computerize M.B.O. install merit pay rank people best efforts zero defects. WRONG!!!! Missing ingredient: profound knowledge.
The big problems are where people don't realise they have one in the first place.
If you wait for people to come to you you'll only get small problems. You must go and find them. The big problems are where people don't realize they have one in the first place.
The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.
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.
Forces of Destruction: grades in school merit system incentive pay business plans quotas.
Profit in business comes from repeat customers
Understanding variation is the key to success in quality and business.
Retroactive management emphasizes the bottom line.
The most important measures are both unknown and unknowable.
In God we trust; all others bring data.
We have to bring back the individual. Management has smothered the individual.
You can not define being exactly on time.
It's not enough to do your best; you must know what to do & then do your best.
To manage one must lead. To lead one must understand the work that he and his people are responsible for
Divide responsibility and nobody is responsible.
Don't expect smart people to listen to you without proof.
A leader knows who is outside of the system and needs special help.
A leader is a coach not a judge.
A leader's job is to help his people.
A rational prediction has an explanation based on theory.
Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change.
The ultimate purpose of collecting the data is to provide a basis for action or a recommendation.
The only useful function of a statistician is to make predictions and thus to provide a basis for action.
Stamping out fires is a lot of fun but it is only putting things back the way they were.
We are being ruined by the best efforts of people who are doing the wrong thing.
Nobody goes to work to do a bad job.
Put a good person in a bad system and the bad system wins no contest.
A bad system will beat a good person every time.
Rational behavior requires theory. Reactive behavior requires only reflex action.
Quality begins with the intent which is fixed by management.
You do not install quality; you begin to work at it.
There is no economy in having one operation produce a part and another separate the good ones from the bad ones.
Manage the cause not the result.
Management by results is confusing special causes with common causes.
Confusing common causes with special causes will only make things worse.
Any manager can do well in an expanding market.
Choice of aim is clearly a matter of clarification of values especially on the choice between possible options.
A system can not understand itself.
You can not hear what you do not understand.
Research shows that the climate of an organization influences an individuals contribution far more than the individual himself.
Research shows that the climate of an organization influences an individual's contribution far more than the individual himself.
Plants don't close from poor workmanship but from poor management.
Nobody should try to use data unless he has collected data.
The aim proposed here for any organization is for everybody to gain - stockholders employees suppliers customers community the environment - over the long term.
If someone can make a contribution to the company he feels important.
If you destroy the people of a company you do not have much left.
In Japan a company worker's position is secure. He is retrained for another job if his present job is eliminated by productivity improvement.
Competition should not be for a share of the market-but to expand the market.
A system must be managed. It will not manage itself. Left to themselves in the Western world components become selfish competitive. We cannot afford the destructive effect of competition.
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 the aim there is no system.
Learning is not compulsory... neither is survival.
Learning is not compulsory; it's voluntary. Improvement is not compulsory; it's voluntary. But to survive we must learn.
Information is not knowledge. Let's not confuse the two.
There must be consistency in direction.
You must have a supplier relationship of constant improvement.
People need to know how their job contributes.
When we cooperate everybody wins.
Without theory we can only copy.
To copy is to invite disaster.
People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.
It is wrong to suppose that if you can't measure it you can't manage it â?? a costly myth
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.
Improve constantly and forever the system of production and service to improve quality and productivity and thus constantly decrease costs.
It would be a mistake to export western management to a friendly country.
Management by results - like driving a car by looking in rear view mirror.
The problem is that most courses teach what is wrong.
People work in the system. Management creates the system
The prevailing system of management has crushed fun out of the workplace.
The individual has been crushed by our style of management today.
People care more for themselves when they contribute to the system.
Innovation comes from the producer - not from the customer.
The job can't be finished only improved to please the customer.
The customer is the most important part of the production line.
Everyone is a customer for somebody or a supplier to somebody.
The customer invents nothing. New products and new services come from the producer.
Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles which gave good light.
No one knows the cost of a defective product - don't tell me you do. You know the cost of replacing it but not the cost of a dissatisfied customer.
We must satisfy our customers.
It is not enough to do your best; you must know what to do and then do your best.
When people try to do what they can not do they wish to give up.
Does experience help? NO! Not if we are doing the wrong things.
Judging people does not help them.
You can not plan to make a discovery. You do not plan innovation.
A manager of people knows that in this stable state it is distracting to tell the worker about a mistake.
People don't like to make mistakes.
No requirement of industry is so much neglected as operational definitions.
If you can't describe what you are doing as a process you don't know what you're doing.
People with targets and jobs dependent upon meeting them will probably meet the targets - even if they have to destroy the enterprise to do it.
You can see from a flow diagram who depends on you and whom you can depend on. You can now take joy in your work.
The main difference between service and manufacturing is the service department doesn't know that they have a product.
Defects are not free. Somebody makes them and gets paid for making them.
Zero defects is a super highway going down the tube.
People learn in different ways: reading listening pictures watching.
Any two people have different ideas of what is important.
You do not find knowledge in a dictionary only information.
We are here to learn to make a difference and to have fun.
Each system is perfectly designed to give you exactly what you are getting today.
There is very little evidence that we give a hoot about profit.
Quality is everyone's responsibility.
People are born with intrinsic motivation self-esteem dignity curiosity to learn joy in learning.
Learning is not cumpulsory... neither is survival.
You can expect what you inspect.
Experience by itself teaches nothing.
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.
Export anything to a friendly country except American management.
The emphasis should be on why we do a job.
Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
We want best efforts guided by theory.
You can only elevate individual performance by elevating that of the entire system.
Eliminate numerical quotas including Management by Objectives.
People are entitled to joy in work.
Uncontrolled variation is the enemy of quality.
Anyone that enjoys his work is a pleasure to work with.
Meeting specifications is not enough.
Scrap doesn't come for free we pay someone to make it.
When a worker has reached a stable state further training will not help him.
You must not run your Organization as a functional hierarchy. You must understand it as a System.
I predicted in 1950 that in five years manufacturers the world over would be screaming for protection. It took only four years.
Whenever there is fear you will get wrong figures.
3% of the problems have figures 97% of the problems do not.
The most important figures for management of any organization are unknown and unknowable.
We should be guided by theory not by numbers.
Anybody can achieve gains in quality by slowing down production. That is not what we are talking about.
What makes a scientist great is the care that he takes in telling you what is wrong with his results so that you will not misuse them.
The greatest losses are unknown and unknowable.
A goal without a method is nonsense.
Nothing happens without personal transformation.
It does not happen all at once. There is no instant pudding.
My mother was my biggest role model. She taught me to hate waste. We never wasted anything.
We are here for an education.
We know what we told him but we don't know what he heard.
You do not install knowledge.
Innovation comes from people who take joy in their work.
It only takes a little innovation.
The moral is that it is necssary to innovate to predict the needs of the customers and give him more. He that innovates and is lucky will take the market.
Monetary rewards are not a substitute for intrinsic motivation.
Quality comes not from inspection but from improvement of the production process.
The most important things cannot be measured.
...the most important things we need to manage can't be measured.
People need to know what their jobs are.
It's management's job to know.
Management's job is to optimize the whole system.
Just because you can measure everything doesn't mean that you should.
Lack of knowledge... that is the problem.
There is no substitute for knowledge.
There is no knowledge without theory.
Management of outcomes may not be any more than a skill. It does not require knowledge.
Knowledge is the key.
Shrink shrink variation to reduce the loss.
Let us ask our suppliers to come and help us to solve our problems.
Without questions there is no learning.
The transformation will come from leadership.
A man who knows not his limitations is of no use to anyone.
Without theory there is nothing to modify or learn.
We must understand variation.
A system must be managed. It will not manage itself.
You have to manage a system. The system doesn't manage itself.
Management is prediction.
Management does not know what a system is.
Management's job is to know which systems are stable and which are not.
The worker is not the problem. The problem is at the top! Management!
Many people in management are being paid to produce waste.
It is not necessary to change. Survival is not mandatory.
Managing by results only makes things worse.
Knowledge needs to be a verb.
Change the rule and you will get a new number.
Survival is optional. No one has to change.
Without theory there are no questions.
We should work on our process not the outcome of our processes.
Sub-optimization is when everyone is for himself. Optimization is when everyone is working to help the company.
To optimize the whole we must sub-optimize the parts
I am not reporting things about people. I am reporting things about practices.
The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside.
Quality is pride of workmanship.
The process is not just the sum of its parts.
A rule should suit the purpose.
When a system is stable telling the worker about mistakes is only tampering.