Demings Quotes

In God we trust; all others bring data.

Without data, you're just another person with an opinion.

Learning is not compulsory... neither is survival.

If you can't describe what you are doing as a process, you don't know what you're doing.

A bad system will beat a good person every time.

It is not enough to do your best, you must know what to do, and then do your best.

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.

Every system is perfectly designed to get the result that it does.

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

In God we trust; all others must bring data.

It is not enough to do your best; you must know what to do, and THEN do your best. —W. Edwards Deming

It is not necessary to change. Survival is not mandatory.

If you can't describe what you are doing as a process, you don't know what you are doing

A goal without a method is cruel.

dissatisfied customer does not complain: he just switches.

You don't know what you don't know.

Ayağın taşa takıldığında "Allah kahretsin" bile deme, dua et ki; taşa takılan bir ayağın var...

From the vantage point of the brain, doing well in school and at work involves one and the same state, the brain’s sweet spot for performance. The biology of anxiety casts us out of that zone for excellence. “Banish fear” was a slogan of the late quality-control guru W. Edwards Deming. He saw that fear froze a workplace: workers were reluctant to speak up, to share new ideas, or to coordinate well, let alone to improve the quality of their output. The same slogan applies to the classroom—fear frazzles the mind, disrupting learning.

It is not enough to just do your best or work hard; You must know what to work on.

Senin buraya gelmenin sebebi sadece bizim 'gel' dememiz değil, ayrıca onların sana 'Git' demeleri. Hiç kimseye 'kötüdür' deme. aslında onlar, bilmeden iyilik eden insanlardır.

...the court, as now constituted, would be meaningless without the jail which gives it its power. But if there is anything I have learned by being in jail, it is that prisons are wrong, simply and unqualifiedly wrong.

Quality is pride of workmanship.

Inspection to improve quality is too late, ineffective, costly. Quality comes not from inspection, but from the improvement of the production process.

    Beware of conference-room promises. (Ronald Moen.)

The transformation can only be accomplished by man, not by hardware (computers, gadgets, automation, new machinery). A company can not buy its way into quality.

Bana Lord Kar deme.' Cüce bir kaşını kaldırdı. 'Sana iblis denmesini mi tercih edersin? Sözleriyle seni incitebileceklerini onlara hissettirirsen alaylarından asla kurtulamazsın. Eğer sana bir isim vermeye kalkıyorlarsa, ismi al ve kendine mal et. Böylece, seni bir daha onunla yaralayamazlar.

it will not suffice to have customers that are merely satisfied. Customers that are unhappy and some that are merely satisfied switch. Profit comes from repeat customers—those that boast about the product or service.

transformation begins with the individual” Dr William Edwards Deming The New Economics - 1993

She had chosen him; she had made him hers. She had done it out of love and duty. -Deming

She learns, after she finishes the job, that she programmed very well the specifications as delivered to her, but that they were deficient. If she had only known the purpose of the program, she could have done it right for the purpose, even though the specifications were deficient.

She wasn’t listening to him. He recalled how she and Peter had insisted on English, his new name, the right education. How better and more hinged on their ideas of success, their plans. Mama, Chinese, the Bronx, Deming: they had never been enough. He shivered, and for a brief, horrible moment, he could see himself the way he realized they saw him—as someone who needed to be saved.

Penny knew also she loved the country for its beauty. Cities could be magnificent, astounding, fantastic, but they were not consistently beautiful and simple. Penny liked uncomplicated beauty.

As long as management is quick to take credit for a firm’s successes but equally swift to blame its workers for its failures, no surefire remedy for low productivity can be expected in American manufacturing and service industries.

I believe that, the prevailing system of management is, at its core, dedicated to mediocrity. It forces people to work harder and harder to compensate for failing to tap the spirit and collective intelligence that characterizes working together at their best. Deming saw this clearly,

Management of a system, cooperation between components, not competition. Management of people.

Yok abi öyle deme. Ben Nebahat'a kötü gözle bakabilince anladım ki gözlere gerek yok artık bu alemde. Harbi diyorum bak. Eğer sevgi ile bakamayacaksan gözlere ne gerek var.

To manage, one must lead. To lead, one must understand the work that he and his people are responsible for.

People generally want to do the right thing, but in a large organization, they frequently don't really understand what is the right thing.

Short-term profits are not reliable indicator of performance of management. Anybody can pay dividends by deferring maintenance, cutting out research, or acquiring another company.

Any substantial improvement must come from action on the system, the responsibility of management. Wishing and pleading and begging the workers to do better was totally futile.

Many customers form their opinions about the product or about the service solely by their contacts with the people that they see—contact men, I will call them.

In Ridgeborough, when Deming Guo was no longer a name that was said aloud, he used to picture the Other Deming and Other Mama, still living in Queens. It was a sort of comfort, bittersweet; at least they'd remained together.

Performance of management should be measured by potential to stay in business, to protect investment, to ensure future dividends and jobs through improvement of product and service for the future, not by the quarterly dividend.

Bir şeyler kırılıyordu, bir şeyler kırıldı. Kendini-nasıl demeli?-dayanıklı hissetmiyorsun artık: Sana bugüne kadar güç veren-öyle sanıyordun, öyle sanıyorsun-,yüreğini ısıtan şey, varoluş duygun,neredeyse önemli olduğun duygusu, dünyaya bağlanma,dünyada kalma duygusu eksikliğini hissettirmeye başlıyor.

Evde de karnımız doymuyor değildi ama büyükannem, pişirdiği ucuz et yemeklerinin daha ilk lokmasını ağzımıza götürürken, "Umarım beğenirsiniz, şunun yarım kilosuna tam kırk bir sent verdim," deme alışkanlığına sahipti, ben de o zaman bir pazar günü rostosu yerine madeni paraları yiyormuşum duygusuna kapılırdım.

Benim yüzümden susayım deme Kvothe, yoksa sesini özlerim.

Most American executives think they are in the business to make money, rather than products and services.

Divided responsibility means that nobody is responsible.

The purchasing department must change its focus from lowest initial cost of material purchased to lowest total cost.

Money and time spent for training will be ineffective unless inhibitors to good work are removed.

As Deming said, ’whenever there is fear, you get the wrong numbers

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” (Deming 2000).

In God we trust; all others must bring data.” —W. Edwards Deming

quality control departments have taken the job of quality away from the people that can contribute most to quality—management, supervisors, managers of purchasing, and production workers.

Violence is already active here; it is built into the very structure od the existing society. If we seek a world in which men do the least possible violence to each other (which is to state just the negative of it), then we are committed not simply to try to avoid violence ourselves, but to try to destroy patterns of violence which already exist.

Deming and his mother loved everything bagels, the sheer balls of it, the New York audacity that a bagel could proclaim to be everything, even if it was only topped with sesame seeds and poppy seeds and salt.

I think the only choice that will enable us to hold to our vision is one that abandons the concept of naming enemies and adopts a concept familiar to the nonviolent tradition: naming behavior that is oppressive

In god we trust,everyone else bring data

Blame the process, not the people.

The most important figures needed for management of any organization are unknown and unknowable.

Christine, what is your job? Is it: To make 25 calls per hours? Or To give callers courteous satisfaction, no brushoff. It can not be both.

Schools of business responded to popular demand for finance and creative accounting. The results are decline.

No one has all the answers. Fortunately, it is not necessary to have all the answers for good management.

On production floors and in corporate offices, sociological verbiage has replaced a basic understanding of human behavior.

Competent men in every position, if they are doing their best, know all that there is to know about their work except how to improve it.

Deming argued that if there are performance problems and quality defects, one needs to understand how those problems arise almost naturally as a consequence of how a system has been designed—and then fix those design flaws. Put simply, attack the problems by fixing the system, not scapegoating the necessarily fallible human beings working in and operating that system—whether or not they deserved it.

Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, and of machine-time, all of which raise the manufacturer’s cost and price that the purchaser must pay. The consumer is not always willing to subsidize this waste. The inevitable result is loss of market. Loss of market begets unemployment.

Yes, they manage to sound very reasonable to themselves as they talk of deterring others from crime; but the act of putting a man in jail remains essentially the act of trying to wish that man out of existence. From the moment of arrest one begins to feel against one's flesh the operation of this crude attempt at sorcery.

Deming's a child, he doesn't get to decide." Leon snorted. "A mother is supposed to sacrifice for her son, not the other way around." "You better take that back." This man I had slept next to for years, this man I was supposed to marry-- he'd never known me. "Take that back right now." A mother was supposed to lay down and die for her children, and Leon got to be called Yi Ba because he watched TV with you several afternoons a week. If he bought you a cheap toy, Vivian would crow, "How thoughtful!" and when he took you to the park the neighbors complimented him for being such a good daddy. But no one called me a good mama when I did those things.

A bad system will beat a good person every time

2=1 Kim o, deme boşuna... Benim, ben. Öyle bir ben ki gelen kapına; Başdan başa sen.

In God we trust. All others [must] have data.

All those sexist men who opposed women’s boxing because they said they didn’t like to see females hurt ought to spend one day as a woman and see how much hurt was involved.

The wealth of a nation depends on its people, management, and government, more than on its natural resources.

Truth is stranger than fiction.

There are two problems: i. Problems of today; ii. Problems of tomorrow, for the company that hopes to stay in business

I could do a much better job (fewer mistakes) if I knew what the program is to be used for. The specifications don't tell me what I need to know (programmer).

One week later, tucked into a double bed sheathed with red flannel, Deming Guo awoke with the crumbs of dialect on his tongue, smudges and smears of dissolving syllables, nouns and verbs washed out to sea. One language had outseeped another; New York City had provided him with an arsenal of new words. He’d bled English vowels and watched his mother’s face fall.

Eğer İslamda zorlama yoksa, insanları daha 13 yaşından itibaren namaz kılmaya zorlamak üzere Muhammed'in, "(Çocuk 13 yaşına geldiğinde) namaz kılması için dövülür" şeklindeki buyruklarına ne demeli?

Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.

La verdad que no me importa si no entiendo a las mujeres. Lo único que vale la pena es que lo quieran a uno. Si están nerviosas, si se hacen problemas por cualquier macana, bueno nena, ya está, deme un beso y se acabó. (La señorita Cora)

term Lean was coined by John Krafcik in a 1988 article based on his master’s thesis at MIT Sloan School of Management1 and then popularized in The Machine that Changed the World and Lean Thinking. Lean Thinking summarized Womack and Jones’s findings from studying how Toyota operates, an approach that was spearheaded by Taiichi Ohno, codified by Shigeo Shingo, and strongly influenced by the work of W. Edwards Deming, Joseph Juran, Henry Ford, and U.S. grocery stores. Lean Thinking framed Toyota’s

Thus, for those of us who make only a brief study of chemistry, the benefits to be expected are of an indirect nature. Increased capacity for enjoyment, a livelier interest in the world in which we live, a more intelligent attitude toward the great questions of the day--these are the by-products of a well-balanced education, including chemistry in its proper relation to other studies.

The fact is, they tell me, that they are forced to cut corners to meet production. They never have time to finish anything. Push for production robs them of the chance to go into the production area to learn the problems created by the designs that they construct.

Ford hired the quality management guru Edward Deming to train his people on quality principles. In the kick-off meeting, he introduced Deming, spoke briefly about the critical need for quality management and then, leaving Deming to do the rest, left the room. As he was walking out, he realized Deming was following him. Surprised, he asked what had happened. In answer, Deming famously quipped that he was simply following the leader. Ford immediately realized his mistake and turned back to sit down with his team to learn about Total Quality Management (TQM).

They were adept at making meals even their friends found disgusting. Later, these meals would be the ones Deming missed the most: fried rice and salami showered with garlic powder from a big plastic bottle, instant noodles steeped in ketchup topped with American cheese and Tabasco.

Bir şeyi görebilmek için onu anlamak gerekir. Koltuk insan bedenini, eklemlerini ve tüm organlarını önceden kabullenir; makas da kesme eylemini. Bir lamba ya da bir taşıt için ne demeli? Bir vahşi, misyonerin İncil'ini algılayamaz; bir gemi yolcusu halatları tayfaların gördüğü gibi göremez. Evreni gerçekten görebilmiş olsaydık belki onu anlardık.

cennet ancak yaşanabiliyorsa cennettir, diyor yaşanamayan cennete cehennem demeli... yanılıyorsun azizim, diyor doktora, cenneti güzel kılan aslında ele geçirilemeyişidir!

A new president came, talked with the head of sales, design, manufacturing, consumer research, and so forth. Everybody was doing a superb job, and had been doing so for years. Nobody had any problems. Yet somehow or other the company was going down the tube. Why? The answer was simple. Each staff area was sub-optimizing its own work, but not working as a team for the company.

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. A system must be managed. The secret is cooperation between components toward the aim of the organization. We cannot afford the destructive effect of competition.” – W. Edwards Deming The New Economics

These men suffer. Their anguish and despair has no limits or boundaries. They suffer in a society that does not want men �� to change, that does not want men to reconstruct masculinity so that the basis for the social formation of male identity is not rooted in an ethic of dom- ination. Rather than acknowledge the intensity of their suffering, they dissim- ulate. They pretend. They act as though they have power and privilege when they feel powerless. Inability to acknowledge the depths of male pain makes it difficult for males to challenge and change patriarchal masculinity. Broken emotional bonds with mothers and fathers, the traumas of emo- tional neglect and abandonment that so many males have experienced and been unable to name, have damaged and wounded the spirits of men. Many men are unable to speak their suffering. Like women, those who suffer the most cling to the very agents of their suffering, refusing to resist sexism or sexist oppression. Their refusal is rooted in the fear that their weakness will be exposed. They fear acknowledging the depths of their pain. As their pain intensifies, so does their need to do violence, to coercively dominate and abuse others. Barbara Deming explains: “I think the reason that men are so very violent is that they know, deep in themselves, that they’re acting a lie, and so they’re furious. You can’t be happy living a lie, and so they’re furious at being caught in the lie. But they don’t know how to break out of it, so they just go further into it.” For many men the moment of violent connection may be the only intimacy, the only attainable closeness, the only space where the agony is released. When feminist women insist that all men are powerful op- pressors who victimize from the location of power, they obscure the reality that many victimize from the location of victimization. The violence they do to others is usually a mirroring of the violence enacted upon and within the self.

In support of this claim they point to the words 'comedy' and 'drama'. Their word for the outlying hamlets, they say, is comae, whereas Athenians call them demes — thus assuming that comedians got the name not from their comoe or revels, but from their strolling from hamlet to hamlet, lack of appreciation keeping them out of the city. Their word also for 'to act', they say, is dran, whereas Athenians use prattein.

Folklore has it in America that quality and production are incompatible; that you can not have both. A plant manager will usually tell you that it is either or. In his experience, if he pushes quality, he falls behind in production. If he pushes production, his quality suffers. This will be his experience when he knows not what quality is nor how to achieve it. A clear, concise answer came forth in a meeting with 22 production workers, all union representatives, in response to my question, "Why is it that productivity increase as quality improves?" Less rework. There is no better answer. Another version often comes forth: Not so much waste.

I don’t mean to say that when a forest is gone you can replace it with a poem. When a forest is gone, you cannot replace it. But with written words you can bear witness, you can hold a memory of the forest for others to experience and celebrate, you can grieve over the loss and rage against the forces that have leveled the forest- and through grief you can fall in love with forests again, and through that falling, you can believe again in the human capacity for love and in the faith that we might learn to protect what we love.

The rain is falling in silver needles into the forest green outside my window. The wind slathers it against the glass and it smears into little lenses of distorting clarity. Some raindrops gather on the window casing, bead up fat and round, then fall. The rain’s forms are all beautiful. The human eye does more than see; it stitches the seen and unseen together, the temporal and the eternal. It wakes me again and again to the astonishment of finding myself in a body moving through a world of beauty and dying and mystery. It is as if the world were a series of questions, and astonishment were the answer.

Deming preferred Peter’s old headphones because they were a bigger buffer to the world. The blank streets and large trees became comical when paired with a soundtrack, made him an action hero instead of an abandoned boy, and Planet Ridgeborough blew up. Platinum flowers morphed into oscillating lines and dancing triangles, electric blue snare drums punctuated a chocolate bass line topped with sticky orange guitar, turquoise vocals whipped into a thick, buttery frosting. He played and replayed, played and replayed. As he walked down Oak Street he shut his eyes and pretended he was in the city with his mother.She looked like him, he looked like her, they looked like the other people they saw on streets and trains. In the city, he had been just another kid. He had never known how exhausting it was to be conspicuous.

HERMES Meseems I can sniff a man. (HE PERCEIVES TRYGAEUS ASTRIDE HIS BEETLE.) Why, what plague is this? TRYGAEUS A horse-beetle. HERMES Oh! impudent, shameless rascal! oh! scoundrel! triple scoundrel! the greatest scoundrel in the world! how did you come here? Oh! scoundrel of all scoundrels! your name? Reply. TRYGAEUS Triple scoundrel. HERMES Your country? TRYGAEUS Triple scoundrel. HERMES Your father? TRYGAEUS My father? Triple scoundrel. HERMES By the Earth, you shall die, unless you tell me your name. TRYGAEUS I am Trygaeus of the Athmonian deme, a good vine-dresser, little addicted to quibbling and not at all an informer. HERMES Why do you come? TRYGAEUS I come to bring you this meat. HERMES Ah! my good friend, did you have a good journey? TRYGAEUS Glutton, be off! I no longer seem a triple scoundrel to you. Come, call Zeus. HERMES

These men suffer. Their anguish and despair has no limits or boundaries. They suffer in a society that does not want men to change, that does not want men to reconstruct masculinity so that the basis for the social formation of male identity is not rooted in an ethic of domination. Rather than acknowledge the intensity of their suffering, they dissimulate. They pretend. They act as though they have power and privilege when they feel powerless. Inability to acknowledge the depths of male pain makes it difficult for males to challenge and change patriarchal masculinity. Broken emotional bonds with mothers and fathers, the traumas of emotional neglect and abandonment that so many males have experienced and been unable to name, have damaged and wounded the spirits of men. Many men are unable to speak their suffering. Like women, those who suffer the most cling to the very agents of their suffering, refusing to resist sexism or sexist oppression. Their refusal is rooted in the fear that their weakness will be exposed. They fear acknowledging the depths of their pain. As their pain intensifies, so does their need to do violence, to coercively dominate and abuse others. Barbara Deming explains: “I think the reason that men are so very violent is that they know, deep in themselves, that they’re acting a lie, and so they’re furious. You can’t be happy living a lie, and so they’re furious at being caught in the lie. But they don’t know how to break out of it, so they just go further into it.” For many men the moment of violent connection may be the only intimacy, the only attainable closeness, the only space where the agony is released. When feminist women insist that all men are powerful oppressors who victimize from the location of power, they obscure the reality that many victimize from the location of victimization. The violence they do to others is usually a mirroring of the violence enacted upon and within the self.

bedenlerin olmadığı bir kavgaya hazırlanman gerekiyor, her durumda karşı koymayı başarabileceğin, soyut bir kavgaya, diğerlerinin aksine düşe kalka öğrenilen bir kavgaya. kusurların mı, telaşa gerek yok. düşüncesizlik edip onları düzelteyim deme. sonra yerlerine ne koyacaksın ki? güçsüzlüğünü olduğu gibi sakla. yeni güç kazanmaya çalışma, hele senin için olmayan güçler, sana göre tasarlanmamış güçler, doğanın seni başka şeylere hazırlarken senden kaçındığı güçler söz konusuysa… birinin gelip senin içinde yüzmesine, senin içine yerleşmesine, senin içine alçı dökmesine izin veriyorsun ve sen hala kendin olmak istiyorsun! yanlışlarının sonuna kadar git, en azından bazı yanlışlarının, tam olarak hangi tür yanlış olduğunu iyice gözlemlemene imkan verecek biçimde. bunu yapmazsan, yarı yolda durursan, körlemesine gidersin ve tüm yaşamın boyunca hep aynı tür yanlışları tekrarlarsın, bazıları da çıkar buna senin “kaderinmiş” der. düşmanı, ki bu aslında kendi yapındır, zorla, açığa çıksın. eğer kendi kaderini değiştiremdiysen, o zaman kiralık bir daire olabilirsin yalnızca. çok erken akıllı oldukları için aptallar. sen ise uyum göstermek için acele etme. yedekte hep bir uyumsuzluk sakla. insanları hiç derinden tanımadın. onları gerçekten gözlemlemedin, hatta onları sonuna kadar sevmedin veya onlardan sonuna kadar nefret etmedin. sen yalnızca sayfaları şöyle bir karıştırmakla yetindin. öyleyse senin de sayfalarını karıştırmalarına ve birkaç yapraktan ibaret olmaya razı ol. anımsa, kazanan her kazandığında kaybeder. kendi küçük dünyanda hep daha fazla hüzmetkarım oldu diye düşünürken, muhtemelen sen daha fazla hizmetkar oluyorsun. kimin? neyin? eh işte artık ara, ara! bir şey yakaladıysan ister istemez daha fazlasına sahip olmuşsun demektir. bu fazlalıktan hiç şüphe duymuyorsun ve hakkında hiçbir şey bilmiyorsun, aradan uzun bir zaman geçmeden de bilmeyeceksin. belki tüm bir dönem geçtikten sonra da bilmeyeceksin. o zaman çok geç olacak. evet, çok geç. rahat olabilirsin, içinde berraklık kalmış. tek bir yaşamda her şeyi kirletememişsin. kendi kendine bulaşıcısındır, bunu anımsa. senin sana galip gelmesine izin verme. meleğinin sıkıcı hale gelmesi, seni bir iblis seçmeye zorladı, o da seni şeytanlaştırandan başkası değildir. onu iyi seçtin mi? olması gerektiği gibi şeytansıdır; ama şeytanın gücü senin cılız gücünle ille de orantısız değildir. göz kulak ol ona, sıkıca sarılırlar, bunu biliyorsun değil mi? eğer bir kara kurbağası italyanca konuşabiliyorsa, zamanla neden fransızca konuşmasın niye konuşmasın? aptallık edip kendini göstermiş olsan dahi, sakin ol, onlar seni görmediler. bir insanın yaşamın da taşıyabileceği duygu yükü sonsuz değildir. Üstelik çoğu insan da çabucak sona varır. daha da vahim olanı, senin hissedebileceklerinin yelpazesi sınırlı bir açıklığa sahiptir. büyük zahmetle, büyük riskler alarak ya da şansın yardımıyla ya da büyük kurnazlıkla bu yelpazeyi bazı kereler biraz daha açmayı başarabilirsin, o da belli bir süre için. ama doğanın yelpazesi öyle yapılmıştır ki, eğer sürekli dikkat etmezsen, fazla geçmeden daralır, ta ki kapanıncaya kadar. her allahın günü batan için ne yolcu gemisine ne de yolunu şaşırmış bir buzula ihtiyaç vardır, batmak, ilelebet batmak için. sahne düzenine ihtiyaç yoktur. ne titanic ne atlantis. eşlik yok, görecek bir şey de yok. yalnızca batıyorsun. elde, kalptekinden daha fazla şefkat, kalpte de davranıştan daha fazla şefkat bulunur. ona ait hareketleri bul. onun arzuladığı ve seni yeniden biçimleyecek hareketleri. elin dansı. şu andaki ve uzaktaki etkilerini gözlemle. bu çok önemlidir, özellikle hiç elleriyle hareket etmeyen bir insan olmuşsan. sende eksik olan buydu, boşu boşuna dışarıda aradıkların, incelemelerde ve derlemelerde değil. tanımsızca ele dön.

One of my students told the class that he worked in a bank in which everybody made note of every action—a telephone call, a calculation, use of a computer, waiting on a customer, etc. There was a standard time for every act, and everybody was rated every day. Some days this man would make a score of 50, next day 260, etc. Everybody was ranked on his score, the lower the score, the higher the rank. Morale was understandably low. “My rate is 155 pieces per day. I can’t come near this figure—and we all have the problem—without turning out a lot of defective items.” She must bury her pride of workmanship to make her quota, or lose pay and maybe also her job. It could well be that with intelligent supervision and help, and with no inherited defects, this operator could produce in a day and with less effort many more good items than her stated rate. Some people in management claim that they have a better plan: dock her for a defective item. This sounds great. Make it clear that this is not the place for mistakes and defective items. Actually, this may be cruel supervision. Who declares an item to be defective? Is it clear to the worker and to the inspector—both of them—what constitutes a defective item? Would it have been declared defective yesterday? Who made the defective item? The worker, or the system? Where is the evidence?