Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.
If you can't describe what you are doing as a process, you don't know what you're doing.
Quality comes not from inspection, but from improvement of the production process.
Put a good person in a bad system and the bad system wins, no contest.
The greatest waste … is failure to use the abilities of people…to learn about their frustrations and about the contributions that they are eager to make.
Two basic rules of life are: 1) Change is inevitable. 2) Everybody resists change.
In God we trust; all others bring data.
Improve quality, you automatically improve productivity.
Manage the cause, not the result.
The ultimate purpose of collecting the data is to provide a basis for action or a recommendation.
It's not enough to do your best; you must know what to do & then do your best.
It is not necessary to change. Survival is not mandatory.
Innovation comes from people who take joy in their work.
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.
Each system is perfectly designed to give you exactly what you are getting today.
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.
The most valuable "currency" of any organization is the initiative and creativity of its members. Every leader has the solemn moral responsibility to develop these to the maximum in all his people. This is the leader's highest priority.
...a person and an organization must have goals, take actions to achieve those goals, gather evidence of achievement, study and reflect on the data and from that take actions again. Thus, they are in a continuous feedback spiral toward continuous improvement. This is what 'Kaizan' means.
Management by results - like driving a car by looking in rear view mirror.
Nobody goes to work to do a bad job.
Divide responsibility and nobody is responsible.
The customer is the most important part of the production line.
To optimize the whole, we must sub-optimize the parts
If you do not know how to ask the right question, you discover nothing.
Understanding variation is the key to success in quality and business.
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