A leader is a coach, not a judge.
Quality starts in the boardroom.
Does experience help? NO! Not if we are doing the wrong things.
All models are wrong; some models are useful.
Management's job is to optimize the whole system.
Nothing happens without personal transformation.
If you destroy the people of a company, you do not have much left.
Research shows that the climate of an organization influences an individuals contribution far more than the individual himself.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without the aim, there is no system.
When we cooperate, everybody wins.
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 and low productivity belong to the system and thus lie beyond the power of the work force
Without questions, there is no learning.
When asked what single event was most helpful in developing the Theory of Relativity, Albert Einstein replied, "Figuring out how to think about the problem".
Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
To manage one must lead. To lead, one must understand the work that he and his people are responsible for
Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service. The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.
Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.
Whenever there is fear, you will get wrong figures.
It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be in trouble.
You have to manage a system. The system doesn't manage itself.
A committee appointed by the President of a company will report what the President wishes to hear. Would they dare report otherwise?.
We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, 'You cannot inspect quality into a product.' The quality is there or it isn't by the time it's inspected.
Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
You can not hear what you do not understand.
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