People work in the system. Management creates the system
Quality is everyone's responsibility.
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.
The biggest cost of poor quality is when your customer buys it from someone else because they didn't like yours.
We are being ruined by the best efforts of people who are doing the wrong thing.
Stamping out fires is a lot of fun, but it is only putting things back the way they were.
Don't expect smart people to listen to you without proof.
Nobody goes to work to do a bad job.
We should work on our process, not the outcome of our processes.
You must not run your Organization as a functional hierarchy. You must understand it as a System.
Divide responsibility and nobody is responsible.
To optimize the whole, we must sub-optimize the parts
Information is not knowledge. Let's not confuse the two.
A goal without a method is nonsense.
If you do not know how to ask the right question, you discover nothing.
The customer is the most important part of the production line.
We know what we told him, but we don't know what he heard.
Defects are not free. Somebody makes them, and gets paid for making them.
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
...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.
Learning is not compulsory; it's voluntary. Improvement is not compulsory; it's voluntary. But to survive, we must learn.
When we cooperate, everybody wins.
Everyone is a customer for somebody, or a supplier to somebody.
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