• 30 Jan 16
  

  laveedagay1st

  eve - > Great Adventures Saving the World 2 rsrch Sav Wrld Process Engineering

• 26 Feb 15
  

  campnut01
• 18 Feb 15
  

  Yuval Yeret

  TLT1802

• 26 Nov 14
  

  rgunderson

  goodhow methodology productdesign industrialdesign designersmust

• 25 Oct 14
  

  Scott Le Duc

  William Edwards Deming (October 14, 1900 – December 20, 1993) was an American engineer, statistician, professor, author, lecturer, and management consultant.

  management productivity quality business deming leadership people wikipedia economics psychology TQM TQL

• 21 Aug 14
  

  ozdalkilic

  people

• 03 Aug 14
  

  nikos papaxristou

  "S"

  medicine-innovation-management-people

• 02 Jun 14
  

  Geir Amdal

  deming systems-thinking wikipedia management

• 06 Feb 14
  

  Marco Caboni
  • application of statistical methods to industrial production and management
  • A number of Japanese manufacturers applied his techniques widely and experienced heretofore unheard-of levels of quality and productivity. The improved quality combined with the lowered cost created new international demand for Japanese products.
  • 14 Points for Management
  • Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.
  • Create constancy of purpose toward improvement of product and servic
  • Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.
  • Improve constantly and forever
  • Institute training on the job.
  • Institute leadership
  • Drive out fear
  • Break down barriers between departments
  • Institute a vigorous program of education and self-improvement.
  • The transformation is everybody's job
  • • Lack of constancy of purpose
  • Emphasis on short-term profits
  • Evaluation by performance, merit rating, or annual review of performance
  • Running a company on visible figures alone
  • It is considered as a contrast to the old statement, "There is no substitute for hard work" by Thomas Alva Edison
  • "There is no substitute for knowledge."
  • Instead, a small amount of knowledge could save many hours of hard work.
  • "In God we trust; all others must bring data."
  • "The most important things cannot be measured."
  • "Experience by itself teaches nothing."
  • interpret and apply information against a theory or framework of concepts that is the basis for knowledge about a system. It is considered as a contrast to the old statement, "Experience is the best teacher"
  • Aim and method are essential. An aim without a method is useless. A method without an aim is dangerous. It leads to action without direction and without constancy of purpose. Deming used an illustration of washing a table to teach a lesson about the relationship between purpose and method. If you tell someone to wash a table, but not the reason for washing it, they cannot do the job properly (will the table be used for chopping food or potting plants?). That does not mean just giving the explanation without an operational definition. The information about why the table needs to be washed, and what is to be done with it, makes it possible to do the job intelligently.
  • The Deming Cycle
  • Plan-Do-Check-Act (PDCA)
  • "The problem is at the top; management is the problem."
  • A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system. The aim must include plans for the future.
  • A system must be managed. It will not manage itself.
  • "The worker is not the problem. The problem is at the top! Management!"
  • It is management's job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it.
  • Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
  • "joy in work"

  32 more annotations...

• 15 Sep 13
  

  Thomas Crawford
  • End the practice of awarding business on the basis of a price tag. Instead,  minimize total cost. Move towards a single supplier for any one item, on a  long-term relationship of loyalty and trust.
  • Drive out fear, so that everyone may work effectively for the company.
  • Such exhortations only create adversarial relationships
  • Eliminate slogans, exhortations, and targets for the work force
  • Eliminate work standards
  • Eliminate management by objective. Eliminate management by numbers and numerical  goals. Instead substitute with leadership
  • The responsibility of supervisors must be changed from sheer numbers to quality

  5 more annotations...

• 29 Jan 13
  

  Mohan Das

  read education deming

• 27 Jan 13
  

  pete sims

  "William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for the "Plan-Do-Check-Act" cycle popularly named after him. In Japan, from 1950 onwards, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)[1] through various methods, including the application of statistical methods.
  Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread recognition in the U.S. at the time of his death.[2] President Reagan awarded the National Medal of Technology to Deming in 1987. He received in 1988 the Distinguished Career in Science award from the National Academy of Sciences."

  management productivity deming leadership edwards systems motivation punishment

• 22 Jan 13
  

  Dimitri Lambrou

  edwards deming lean six sigma

• 18 Sep 12
  

  radiano

  management unseen

• 06 Sep 12
  

  Ralf Lippold

  wedwardsdeming quality productivity management leadership wikipedia johnkellden

• 14 Aug 12
  

  T N

  management

• 17 Jul 12
  

  Nicholas Alexander
• 

  belliott70

  Alan November BLC

• 

  Beth Swantz

  BLC12 leadership

• 

  dickija448

  • W. Edwards Deming

      <!-- /firstHeading -->  <!-- bodyContent --> 

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    From Wikipedia, the free encyclopedia

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    W. Edwards Deming
    Born	(1900-10-14)October 14, 1900  Sioux City, Iowa
    Died	December 20, 1993(1993-12-20) (aged 93)  Washington DC
    Fields	Statistician
    Alma mater	University of Wyoming BSc, University of Colorado MS, Yale PhD
    Influences	Walter A. Shewhart

     

    William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)^[1] through various methods, including the application of statistical methods.

     

    Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread recognition in the U.S. at the time of his death.^[2] President Reagan awarded the National Medal of Technology to Deming in 1987. He received in 1988 the Distinguished Career in Science award from the National Academy of Sciences.
• 02 May 12
  

  Riccardo P

  goals motivation valutazione rewards Deming

• 24 Apr 12
  

  Dan Connolly

  quality

  • William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing, and sales (the last through global markets)^[1] through various methods, including the application of statistical methods.
• 23 Mar 12
  

  manojbee

  leadership

• 17 Feb 12
  

  Carson Cochran

  see plan do check productivity deming

• 26 Oct 11
  

  Christian Flores-Carignan
• 19 Oct 11
  

  Michael Q
• 03 Jun 11
  

  Alex Yakyma

  management productivity deming wikipedia leadership edwards

• 01 Apr 11
  

  Lisa Morein
• 29 Mar 11
  

  adelein rodriguez

  productivity

• 22 Mar 11
  

  Amy Cohen

  deming wikipedia

  • Reliance on quality control departments rather than management, supervisors, managers of purchasing, and production workers
• 01 Feb 11
  

  Paulo Gaspar

  management productivity business quality systems-thinking people

• 24 Jan 11
  

  Thomas James

  (a) When people and organizations focus primarily on quality, defined by the following ratio,
  
  Quality = Result of work efforts / Total costs
  
  quality tends to increase and costs fall over time.
  (b) However, when people and organizations focus primarily on costs, costs tend to rise and quality declines over time.

  WEdwardsDeming quality qualitycontrol management operationalresearch industrialengineering statistics Japan Wikipedia reference industry business productivity lifehack lifehacks systems system systemsengineering

• 

  Cherice Montgomery

  he taught top management how to improve design (and thus service)

  productivity design business

• 14 Jan 11
  

  sidj1981

  iNTRESTING imported

• 07 Jan 11
  

  Len Denton

  Deming

• 27 Oct 10
  

  Ralph Kerle

  ""The prevailing style of management must undergo transformation. A system cannot understand itself. The transformation requires a view from outside. The aim of this chapter is to provide an outside view—a lens—that I call a system of profound knowledge. It provides a map of theory by which to understand the organizations that we work in.
  
  "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people."

  management productivity wikipedia edwards Deming statistics systems thinking

• 02 Sep 10
  

  Dr. Camille Dempsey

  management

• 13 Jul 10
  

  Thomas Fredrick

  management quality productivity leadership business

• 16 Feb 10
  

  Morc .

  MBA

• 01 Sep 09
  

  Bruno Ferreira

  management

• 10 Aug 09
  

  Franck Biet

  management people

• 24 Jul 09
  

  Nath Nathiness

  management productivity quality deming

• 12 Jul 09
  

  Henry Liebling

  Interesting ideas with applications to education and a new way forward. However remember that we are not producing widgits!

  systems-thinking quality

• 13 Jun 09
  

  KM Anderson

  via "weemooseus"; v relevant to ed reform.

  to.read Deming w.edwards.deming leadership quotes ed.reform

  • Deming played flute & drums and composed music throughout his life, including sacred choral compositions and an arrangement of The Star Spangled Banner.

  • "The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people.

     

    "Once the individual understands the system of profound knowledge, he will apply its principles in every kind of relationship with other people. He will have a basis for judgment of his own decisions and for transformation of the organizations that he belongs to. The individual, once transformed, will:

     
     
    • Set an example;
     
    • Be a good listener, but will not compromise;
     
    • Continually teach other people; and
     
    • Help people to pull away from their current practices and beliefs and move into the new philosophy without a feeling of guilt about the past."
  • Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.

  1 more annotation...

• 11 Jun 09
  

  Andreas Brumby

  Deming TQM

• 09 Jun 09
  

  Léon Thivierge

  Edwards Deming business genius... taught Japan how to come back after WW2
  Book - Out of the Crisis

  Business Book(s)

• 01 May 09
  

  Scott Bower

  people anthony

• 23 Apr 09
  

  p c

  leadership business

• 09 Apr 09
  

  Peterka Alan

  Quotes and thoughts attributed to Dr. Deming at the bottom of the article. Speaks about the importance of knowledge and change and management. One missing quote "It is not necessary to change. Survival is not mandatory."

  management productivity deming education knowledge

• 27 Feb 09
  

  aminggs

  Point 10 from Deming's 14 points: "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 an

  document article performance economics quality productivity wikipedia business management edwards-deming inlink:tom-tromey import:delicious

• 13 Nov 08
  

  Luca Filipozzi

  theory systems statistics reference work

• 08 Nov 08
  

  jestercap72 Actually me

  deming management wikipedia productivity Quality

• 07 Sep 08
  

  Jason Crewe

  Bookmarks Toolbar Folder Teaching MEd

• 09 Jul 08
  

  Onno van der Straaten
  • hus it is the structure of the organization rather than the employees, alone, which holds the key to improving the quality of output.
• 20 Jun 08
  

  Hugh Hughes

  deming management

• 11 Jun 08
  

  Rebekkah Aldrich

  management quality deming productivity people wikipedia lrp planning

• 07 Jun 08
  

  P C

  Toyota management

• 11 Mar 08
  

  Jonathan Karpfen

  business management productivity inspiration innovation

• 10 Apr 07
  

  Jon Aston

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

  Quality management productivity

• 28 Jan 07
  

  taktik(z) Inc.

  business management organization productivity quality wikipedia

• 08 Aug 06
  

  Bruce Lewin

  Thoughts on W. Edwards Deming, particularly how they contrast with so much of contemporary management thinking and yet the success of the Japanese is something to behold!

  principles productivity psychology social theory lists innovation quality

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