Dr Deming Quotes

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

creating

Corrective action and validation form one of the key parts of the Plan-Do-Study-Act cycle, from Dr. W. Edwards Deming.¶¶ •Plan: the conceptualization of new ideas and actions to rectify or improve a situation. •Do: the substantiation of those ideas in action. •Study: the deliberate and rigorous assessment of what had happened versus what was expected and an attempt to explain causally the reasons for those inaccuracies. •Act: the new behaviors informed by what was discovered during study; the validation and correction part of the feedback loop.

Dr. W. Edwards Deming said, “Management by walking around is hardly ever effective.” The reason being that someone in management, walking around, typically has little idea about what questions to ask, and usually does not pause long enough at any spot to get the right answer. Dr. Deming also stated quite clearly, “Most problems (85% to 95%) are system (process) problems, not people problems.

anyone who has done any teaching or coaching knows that one's mastery of a subject deepens considerably in trying to explain it.

Quality genius Dr. W. Edwards Deming observed that the most important things often cannot be measured, e.g., love or beauty.

In the years following World War II, the Kaizen methodology continued to evolve thanks to the work of both Japanese and American managers—three of which are listed here: The Iowa-born statistician Dr. William Edwards Deming made many consulting trips to Japan during reconstruction efforts and was so influential in turning around Japanese industry that he was awarded the Second Order Medal of the Sacred Treasure by Emperor Hirohito in 1960. (We’ll be referring to Deming’s work many times throughout this book.) The business consultant Masaaki Imai published a management guidebook entitled “Kaizen: The Key to Japan’s Competitive Success.” He also founded the Kaizen Institute Consulting Group (KICG) with the aim of introducing Kaizen techniques to Western companies. Dr. Jeffrey Liker (Professor Emeritus of Industrial and Operations Engineering at the University of Michigan) would bring Kaizen into the mainstream when he published his book of “manufacturing ideals” called “The Toyota Way.” The book showcased many Kaizen-related principles and described the philosophy and values that dictate the modus operandi of the Toyota Motor Corporation.

For most of my life, I’ve pursued what the famed business expert Dr. W. Edwards Deming calls profound knowledge. To me, profound knowledge is any simple distinction, strategy, belief, skill, or tool that, the minute we understand it, we can apply it to make immediate increases in the quality of our lives.

As Dr. W. Edwards Deming is famously paraphrased, “Learning is not compulsory...neither is survival.

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