The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.
Nobody goes to work to do a bad job.
Learning is not compulsory; it's voluntary. Improvement is not compulsory; it's voluntary. But to survive, we must learn.
Don't expect smart people to listen to you without proof.
We know what we told him, but we don't know what he heard.
We should work on our process, not the outcome of our processes.
A bad system will beat a good person every time.
Stamping out fires is a lot of fun, but it is only putting things back the way they were.
We are here to learn, to make a difference and to have fun.
Just because you can measure everything doesn't mean that you should.
You must not run your Organization as a functional hierarchy. You must understand it as a System.
A goal without a method is nonsense.
We are being ruined by the best efforts of people who are doing the wrong thing.
Information is not knowledge. Let's not confuse the two.
The customer is the most important part of the production line.
Defects are not free. Somebody makes them, and gets paid for making them.
Uncontrolled variation is the enemy of quality.
Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers - a prize for the best Halloween costume, grades in school, gold stars - and on up through the university. On the job people, teams, and divisions are ranked, reward for the top, punishment for the bottom. Management by Objectives, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.
...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.
What we need to do is learn to work in the system, by which I mean that everybody, every team, every platform, every division, every component is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis.
Understanding variation is the key to success in quality and business.
I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this: 94% belongs to the system responsibility of management 6% special
Everyone is a customer for somebody, or a supplier to somebody.
Scientific data are not taken for museum purposes; they are taken as a basis for doing something. If nothing is to be done with the data, then there is no use in collecting any. The ultimate purpose of taking data is to provide a basis for action or a recommendation for action. The step intermediate between the collection of data and the action is prediction.
Quality is pride of workmanship.
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