A collection of quotes from an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning, Peter Senge
A collection of quotes from a retired American business executive, author and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%, Jack Welch.
In today’s world, rules and regulations to control behaviors are no longer effective ways to run a company. Results are produced by employees who are driven and inspired by their leaders and peers to do the right thing and make the right decision; and those who do not work just for the pay but for their ability to achieve.
Many leadership articles and talent management trainings have now begun to focus on inspirational leadership. It is believed that companies/teams are more engaged and function more effectively with inspiring leaders (with or without official titles). In the process, employees become more engaged, a trait that transcends other areas of their lives including community involvement.
For the past five years, Mike Haddad, president and CEO of Schreiber Foods, has been inspiring 7,000+ partners by abiding by principles of inspirational leadership. He will share his experience of inspiring others and the journey he’s taken to become an inspiration leader not only in the corporate world but also in the community.
A collection of quotes from an American systems scientist who is a senior lecturer at the MIT Sloan School of Management, co-faculty at the New England Complex Systems Institute, and the founder of the Society for Organizational Learning, Peter Senge
A collection of quotes from a retired American business executive, author and chemical engineer. He was chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4,000%, Jack Welch.
In today’s world, rules and regulations to control behaviors are no longer effective ways to run a company. Results are produced by employees who are driven and inspired by their leaders and peers to do the right thing and make the right decision; and those who do not work just for the pay but for their ability to achieve.
Many leadership articles and talent management trainings have now begun to focus on inspirational leadership. It is believed that companies/teams are more engaged and function more effectively with inspiring leaders (with or without official titles). In the process, employees become more engaged, a trait that transcends other areas of their lives including community involvement.
For the past five years, Mike Haddad, president and CEO of Schreiber Foods, has been inspiring 7,000+ partners by abiding by principles of inspirational leadership. He will share his experience of inspiring others and the journey he’s taken to become an inspiration leader not only in the corporate world but also in the community.
kaizen presentation in 5th national kaizen competition at CICU ludhiana-Punj...Aman Deep Singh
A small award winning Presentation....from M/S Perfect Industries, C65,Focal Point .Ludhiana..India--Mob no: -+91 75083-37007.Best Kaizen in New Product Design-------Thanks to the honorable JUdgES......
On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.
If you think the DFSS phase-gate methodology is similar to DMAIC, then chances are you\'ve never really implemented or applied DFSS in the real world. This 29-slide presentation gives you an example of what DFSS really looks like.
A collection of quotes from author, motivational speaker best known for popularizing the concept of "the golden circle" and to "Start With Why", described by TED as "a simple but powerful model for inspirational leadership, Simon Sinek.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
A collection of quotes from American educator, author, businessman, and keynote speaker. His most popular book was The Seven Habits of Highly Effective People, Stephen Covey.
kaizen presentation in 5th national kaizen competition at CICU ludhiana-Punj...Aman Deep Singh
A small award winning Presentation....from M/S Perfect Industries, C65,Focal Point .Ludhiana..India--Mob no: -+91 75083-37007.Best Kaizen in New Product Design-------Thanks to the honorable JUdgES......
On Monday, September 10, 2012, Jim Kouzes, renowned leadership guru, presented his latest findings from his 25th anniversary, 5th edition book, The Leadership Challenge to a full house co-hosted by UCSC Extension Silicon Valley and SBODN, the South Bay Organization Development Network.
If you think the DFSS phase-gate methodology is similar to DMAIC, then chances are you\'ve never really implemented or applied DFSS in the real world. This 29-slide presentation gives you an example of what DFSS really looks like.
A collection of quotes from author, motivational speaker best known for popularizing the concept of "the golden circle" and to "Start With Why", described by TED as "a simple but powerful model for inspirational leadership, Simon Sinek.
At Officevibe, we end our daily standup meetings with an inspirational quote to start the day on a positive note.
Whoever’s turn it is to speak holds a basketball, and the last one to speak has to come up with a quote of the day.
Everyone puts their finger on the ball, and when the quote is said, the ball gets thrown up in the air and we all say “think about it”, as a reminder to really let the hidden meaning of the quote sink in.
read the full article on Officevibe blog:
https://www.officevibe.com/blog/20-inspirational-leadership-quotes
Learn more about the simplest tool for a greater workplace:
https://www.officevibe.com/
A collection of quotes from American educator, author, businessman, and keynote speaker. His most popular book was The Seven Habits of Highly Effective People, Stephen Covey.
Business breakthrough change and transformation requires radical new thinking. These 10 quotes have been created to challenge existing thinking to allow for new ideas to take hold in a business.
Theory Of Constraints - Agile Tour 2013 Craig Strong & Daryn Holmesstrongandagile.co.uk
These slides are from the presentation at http://www.agiletourlondon.co.uk 1/11/2013. They are based on simulated results using a basic Kanban workflow. The goal of the presentation was to explain the Theory Of Constraints by example and show how this can be applied to make effective changes and
to provoke thinking about the wider system we work within
Creating a Data-Positive Culture at Your OrganizationAlyson Weiss
Jodi Benenson of CIRCLES at Tufts University & YNPN Boston spoke at JVS-Boston as a Lunch & Learn facilitator on October 15 about using data at your nonprofit. These are her slides!
Agenda
General discussion on quality
Technologies of business quality programs
Technology is never about the technology, but rather it’s about the relationships involved
Tying quality efforts to strategic planning
Business Structures to encourage quality
What type of leadership is causing quality programs to fall short of their potential?
Agile Australia 2015 talk.
Lean can help us reduce costs while providing the most value for the customer. See what lean is, where it came from and how it applies to our work. Understand the issues in organisations, teams and projects and how lean can help address these issues. This presentation is aimed to cover the basics of lean and encourage to pursue it in greater detail.
Learning Outcomes
- Lean Principles
- Concepts of Value, Waste, Just in Time, Pull System, Value Stream
- What is 5S? How does it get implemented?
- Lean Tools (A3 Thinking, PDSA Cycles, Kaizen)
- Issues in organisations today and how Lean addresses them
Automated Decision making with Predictive Applications – Big Data HamburgLars Trieloff
Most businesses are making most decisions the way Lizards do: based on very simple reflex-response patterns and let cognitive biases taint their decision making. Instead of letting gut feel and biases take over, predictive applications make decisions fast, cheap and fact-based.
Boost your self esteem in just 15 minutes with these powerful messages that cut straight to the root of why we have low self worth. You deserve to feel good about who you are, and empowered to build your best life!
Learning objectives
Determine the most appropriate form of communication in a business situation.
Identify instances in which one mode of communication is preferable to another mode.
Explain the process involved in interpreting nonverbal cues.
Define terminology relating to interpersonal communication.
Distinguish between various communication approaches with individuals from other cultures.
Describe the factors that underlie interruptions during business meetings.
Examine the most appropriate ways to accept criticism.
Learning objectives
Determine the most appropriate form of communication in a business situation.
Identify instances in which one mode of communication is preferable to another mode.
Explain the process involved in interpreting nonverbal cues.
Define terminology relating to interpersonal communication.
Distinguish between various communication approaches with individuals from other cultures.
Describe the factors that underlie interruptions during business meetings.
Examine the most appropriate ways to accept criticism.
How Great Leaders Inspire Action
Sources:
Sinek, S. Start With Why: How Great Leaders Inspire Everyone to Take Action. Portfolio
Hardcover: New York, 2009.
Sinek, S. (2010, May 1). Simon Sinek: How great leaders inspire action | Video on TED.com.
TED: Ideas worth spreading. Retrieved September 14, 2012, from http://
www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.html
The Homogeneity of DMAIC & ADKAR Change Management Methodologies
From a high level the key difference between the two change management methodologies is among the focus of change. The DMAIC methodology’s focus of change is among process/product whereas the ADKAR methodology’s focus of change is among organization/people. Rick McCormick of the Change Management Learning Center explains ADKAR by aligning it with DMAIC.
Project leaders build awareness (ADKAR) of the change by defining (DMAIC) what that change is and who will implement it. Desire (ADKAR) must be felt and embraced by those who will be affected by the change so that inputs and outputs can be measured (DMAIC). For change to be off to a good start, leaders must possess the knowledge (ADKAR) necessary for successful implementation, but this requires an analysis (DMAIC) of factual data. Going hand in hand with analysis is the ability (ADKAR) to deploy the right measures so that the desired improvement (DMAIC) can be sustained. To complete the process, the change must be reinforced (ADKAR) where standard operating procedures and training manuals will serve to control (DMAIC) aspects and consequences of the change.
A Collection of Quotes from an American automobile executive best known for spearheading the development of Ford Mustang and Pinto cars, while at the Ford Motor Company in the 1960s, Lee Iacocca
Over 20 quotes from scholar, organizational consultant and author, widely regarded as a pioneer of the contemporary field of Leadership studies, Warren G. Bennis
More from Neil Beyersdorf - MSES | CLSSMBB | Prosci OCM (20)
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
1. A Collection of Quotes
from
W. Edwards Deming
Reference: The W. Edwards Deming Institute Blog
2. William Edwards Deming was an American
engineer, statistician, professor, author, lecturer, and
management consultant. Wikipedia
Born: October 14, 1900, Sioux City, IA
Died: December 20, 1993, Washington, D.C.
Awards: National Medal of Technology and
Innovation, Shewhart Medal, Wilks Memorial Award
Education: Yale University, University of Wyoming,
University of Colorado Boulder
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
Reference: Wikipedia
3. “The main difference
between service and
manufacturing is the
service department
doesn’t know that they
have a product.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
4. “Without data you’re
just another person with
an opinion.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
5. “People need to know
what their jobs are.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
6. “People are entitled to
joy in work.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
7. “People care more for
themselves when they
contribute to the
system.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
8. “People learn in
different ways: reading,
listening, pictures,
watching.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
9. “People need to know how
their job contributes.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
10. “Plants don’t close from
poor workmanship, but
from poor management.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
11. “Quality starts in the
boardroom..”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
12. “The customer invents
nothing. New products
and new services come
from the producer.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
13. “Rational behavior requires
theory. Reactive behavior
requires only reflex action.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
14. “Sub-optimization is
when everyone is for
himself. Optimization is
when everyone is
working to help the
company.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
16. “Shrink, shrink
variation, to reduce the
loss.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
17. “There is no knowledge
without theory.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
18. “Stamping out fires is a lot
of fun, but it is only
putting things back the
way they were.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
19. “The aim should be to
work on the method of
management.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
20. “The emphasis should be
on why we do a job.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
21. “The transformation will
come from leadership.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
22. “The problem is that
most courses teach
what is wrong.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
23. “The process is not just
the sum of its parts.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
24. “The individual has been
crushed by our style of
management today.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
25. “People are entitled to joy
in work.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
26. “Nobody should try to use
data unless he has
collected data.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
27. “Monetary rewards are
not a substitute for
intrinsic motivation.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
28. “Meeting specifications is
not enough.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
29. “Managing by results only
makes things worse.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
30. “Managing by results is
like looking in the rear-
view mirror.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
31. “Management’s job is to
optimize the whole
system.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
32. “Management’s job is to
know which systems are
stable and which are not.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
33. “Management’s job is to
improve the system.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
34. “Management of
outcomes may not be any
more than a skill. It does
not require knowledge.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
35. “Management by results
is confusing special
causes with common
causes.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
36. “3% of the problems have
figures, 97% of the
problems do not.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
37. “A rational prediction has
an explanation based on
theory.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
38. “A rule should suit the
purpose.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
39. “All anyone asks for is a
chance to work with
pride.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
40. “All anyone asks for is a
chance to work with
pride.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
41. “Any manager can do well
in an expanding market.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
42. “Any two people have
different ideas of what is
important.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
43. “Best efforts will not
substitute for
knowledge.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
44. “Change the rule and you
will get a new number.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
45. “Competition should not
be for a share of the
market–but to expand
the market.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
46. “Confusing common
causes with special
causes will only make
things worse.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
47. “Divide responsibility and
nobody is responsible.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
48. “Does experience help?
No! Not if we are doing
the wrong things.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
49. “Forces of Destruction:
grades in school, merit
system, incentive pay,
business plans, quotas.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
50. “Everyone is a customer
for somebody, or a
supplier to somebody.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
51. “A goal without a method
is nonsense.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
52. “For Quality: Stamp out fires,
automate, computerize,
M.B.O., install merit pay, rank
people, best efforts, zero
defects. Wrong!!!! Missing
ingredient: profound
knowledge.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
53. “I am not reporting things
about people. I am
reporting things about
practices.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
54. “If someone can make a
contribution to the
company he feels
important.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
55. “If you destroy the people
of a company, you do not
have much left.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
56. “If you do not know how
to ask the right question,
you discover nothing.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
57. “Improve quality, you
automatically improve
productivity.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
58. “Information is not
knowledge. Let’s not
confuse the two.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
59. “Innovation comes from
people who take joy in
their work.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
60. “Innovation comes from
the producer–not from
the customer.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
61. “It does not happen all at
once. There is no instant
pudding.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
62. “It is a mistake to assume
that if everybody does his
job, it will be all right. The
whole system may be in
trouble.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
63. “It only takes a little
innovation.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
64. “It’s management’s job to
know.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
65. “Knowledge is the key.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
66. “Lack of knowledge…that
is the problem.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
67. “Judging people does not
help them.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
68. “A leader knows who is
outside of the system and
needs special help.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
69. “A leader must have
knowledge. A leader must
be able to teach.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
70. “A leader’s job is to help
his people.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
71. “Let us ask our suppliers
to come and help us to
solve our problems.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
72. “Manage the cause, not
the result.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
73. “There is very little
evidence that we give a
hoot about profit.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
74. “There must be
consistency in direction.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
75. “Understanding variation
is the key to success in
quality and business.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
76. “We are being ruined by
the best efforts of people
who are doing the
wrong thing.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
77. “We are here for an
education.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
78. “We are here to learn, to
make a difference and to
have fun.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
79. “We have to bring back the
individual. Management has
smothered the individual.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
80. “We know what we told
him, but we don’t know
what he heard.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
81. “We must satisfy our
customers.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
83. “We should be guided by
theory, not by numbers.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
84. “We should work on our
process, not the outcome
of our processes.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
85. “We want best efforts
guided by theory.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
86. “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.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
87. “When a system is stable,
telling the worker about
mistakes is only
tampering.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
88. “When a worker has
reached a stable state,
further training will not
help him.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
89. “A manager of people
knows that in this stable
state it is distracting to
tell the worker about a
mistake.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
90. “When people try to do
what they can not do,
they wish to give up.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
91. “When we cooperate,
everybody wins.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
92. “Whenever there is fear,
you will get wrong
figures.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
93. “Without questions, there
is no learning.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
94. “Without theory there is
nothing to modify or
learn.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
95. “Without theory we can
only copy.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
96. “You can not achieve an
aim unless you have a
method.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
97. “You can not hear what
you do not understand.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
98. “You can not plan to make
a discovery. You do not
plan innovation.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
99. “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.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
100. “You do not find
knowledge in a dictionary,
only information.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
101. “You do not install
knowledge.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
102. “You do not install quality;
you begin to work at it.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
103. “You must have a supplier
relationship of constant
improvement.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
104. “You should not ask
questions without
knowledge.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
105. “Zero defects is a super
highway going down the
tube.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
106. “Cease dependence on
mass inspection to
achieve quality. Improve
the process and build
quality into the product
in the first place.”
– W. Edwards Deming
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
107. "One need not be eminent in any
part of profound knowledge in order
to understand it and to apply it. The
various segments of the system of
profound knowledge cannot be
separated. They interact with each
other. For example knowledge about
psychology is incomplete without
knowledge of variation."
- W. Edwards Deming
Deming’s System
of Profound
Knowledge
Infographic published by Neil Beyersdorf
neil-beyersdorf.branded.me/
108. W. Edwards Deming’s Five Diseases of Management
1. Lack of constancy of purpose
• No Planning for future with respect to quality and productivity
• Lack of long term definition and goals for quality and productivity
2. Emphasis on short-term profits
• Worship of quarterly dividend
• Sacrificing long term growth of company
3. Evaluation by performance, merit rating,
or annual review of performance
• Arbitrary and unjust system
• Demoralizing employees
4. Mobility of management
• No roots in the company
• No knowledge of the company
• No understanding of its problems
5. Running a company on visible figures only
• No use of figures that are unknown or
unknowable
• Encouraged by business school.
Infographic published by Neil Beyersdorf
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