Learning is not cumpulsory... neither is survival.
Hold everybody accountable? Ridiculous!
In 1945, the world was in a shambles. American companies had no competition. So nobody really thought much about quality. Why should they? The world bought everything America produced. It was a prescription for disaster.
The average American worker has fifty interruptions a day, of which seventy percent have nothing to do with work.
The prevailing - and foolish - attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he's managing. A man with a financial background may know nothing about manufacturing shoes or cars, but he's put in charge anyway.
If you do not know how to ask the right question, you discover nothing.
Rational behavior requires theory. Reactive behavior requires only reflex action.
The result of long-term relationships is better and better quality, and lower and lower costs.
The big problems are where people don't realise they have one in the first place.
Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
Research shows that the climate of an organization influences an individual's contribution far more than the individual himself.
Customer expectations? Nonsense. No customer ever asked for the electric light, the pneumatic tire, the VCR, or the CD. All customer expectations are only what you and your competitor have led him to expect. He knows nothing else.
Learning is not compulsory... neither is survival.
American management thinks that they can just copy from Japan. But they don't know what to copy.
Declining productivity and quality means your unit production costs stay high but you don't have as much to sell. Your workers don't want to be paid less, so to maintain profits, you increase your prices. That's inflation.
The prevailing system of management has crushed fun out of the workplace.
Innovation comes from the producer - not from the customer.
'Quality' means what will sell and do a customer some good - at least try to.
No one knows the cost of a defective product - don't tell me you do. You know the cost of replacing it, but not the cost of a dissatisfied customer.
You can not define being exactly on time.
