W. Edwards Deming Quotes

Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

You do not install quality; you begin to work at it.

Efficiency is doing better what is already being done.

Six Sigma is a quality program that, when all is said and done, improves your customers' experience, lowers your costs, and builds better leaders.

Improving quality requires a culture change, not just a new diet.

If you think of standardization as the best that you know today, but which is to be improved tomorrow; you get somewhere.

Quality comes not from inspection, but from improvement of the production process.

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.

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.

It doesn't matter what product or service you're offering; there is unlimited ability to improve the quality of anything.

For much of Toyota's history, we have ensured the quality and reliability of our vehicles by placing a device called an andon cord on every production line - and empowering any team member to halt production if there's an assembly problem. Only when the problem is resolved does the line begin to move again.

There is no single development, in either technology or management technique, which by itself promises even one order-of-magnitude improvement within a decade in productivity, in reliability, in simplicity.

The thing is, continuity of strategic direction and continuous improvement in how you do things are absolutely consistent with each other. In fact, they're mutually reinforcing.

A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.

You need a commitment which is long term and a commitment to leadership, because that's the only way you build excellence.

Quality will save our company.

It's impossible to have zero defects.

Bayen need quality, you have to invest and upgrade!

The "patron saint" of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.

We must firmly grasp management. Just making things isn't enough. We need to raise the quality.

Many good American companies have respect for individuals, and practice Kaizen and other TPS {Toyota Production System} tools. But what is important is having all of the elements together as a system. It must be practiced every day in a very consistent manner–not in spurts–in a concrete way on the shop floor.

Really, a critical matter in the public service is radically to improve the quality of management.

The surest foundation of a manufacturing concern is quality. After that, and a long way after, comes cost.

The principles and methods for improvement are the same for service as for manufacturing. The actual application differs, of course, from one product to another, and from one type of service to another.

Deliver total quality to every customer every day.