No one can measure the loss of business that may arise from a defective item that goes out to a customer.
I am not reporting things about people. I am reporting things about practices.
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.
A leader must have knowledge. A leader must be able to teach.
The transformation will come from leadership.
The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.
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.
Now, we learn that a system must have an aim. Without an aim, there is no system.
Sub-optimization is when everyone is for himself. Optimization is when everyone is working to help the company.
People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.
Management is prediction.
One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them.
Rational behavior requires theory. Reactive behavior requires only reflex action.
There is no economy in having one operation produce a part and another separate the good ones from the bad ones.
Anyone that enjoys his work is a pleasure to work with.
It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough; action is required.
The source of innovation is freedom. All we have - new knowledge, invention - comes from freedom. Discoveries and new knowledge come from freedom. When somebody is responsible only to himself, [has] only himself to satisfy, then you'll have invention, new thought, now product, new design, new ideas.
You can expect what you inspect.
A man who knows not his limitations is of no use to anyone.
Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
Change the rule and you will get a new number.
He that would run his company on visible figures alone will in time have neither company nor figures.
Plants don't close from poor workmanship, but from poor management.
Experience by itself teaches nothing.
We should be guided by theory, not by numbers.
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