Quality is pride of workmanship.
It is not necessary to change. Survival is not mandatory.
The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.
If you do not know how to ask the right question, you discover nothing.
Improve quality, you automatically improve productivity.
Whenever there is fear, you will get wrong figures.
Uncontrolled variation is the enemy of quality.
Understanding variation is the key to success in quality and business.
Quality comes not from inspection, but from improvement of the production process.
For Quality: Stamp out fires, automate, computerize, M.B.O., install merit pay, rank people, best efforts, zero defects. WRONG!!!! Missing ingredient: profound knowledge.
The emphasis should be on why we do a job.
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.
Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, of the machine-time, of all which raise the manufacturer's cost and price that the purchaser must pay
Mere allocation of huge sums of money for quality will not bring quality.
All anyone asks for is a chance to work with pride.
The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.
Rational behavior requires theory. Reactive behavior requires only reflex action.
You do not install quality; you begin to work at it.
Quality starts in the boardroom.
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.
Quality is made in the board room. A worker can deliver lower quality, but she cannot deliver quality better than the system allow.
The result of long-term relationships is better and better quality, and lower and lower costs.
When a system is stable, telling the worker about mistakes is only tampering.
Anybody can achieve gains in quality by slowing down production. That is not what we are talking about.
Quality is everyone's responsibility.
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