Quality is pride of workmanship.
Does experience help? NO! Not if we are doing the wrong things.
Quality starts in the boardroom.
Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force
Research shows that the climate of an organization influences an individuals contribution far more than the individual himself.
A leader is a coach, not a judge.
To manage one must lead. To lead, one must understand the work that he and his people are responsible for
When asked what single event was most helpful in developing the Theory of Relativity, Albert Einstein replied, "Figuring out how to think about the problem".
Whenever there is fear, you will get wrong figures.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without the aim, there is no system.
All models are wrong; some models are useful.
Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
Without questions, there is no learning.
The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
Nothing happens without personal transformation.
If you destroy the people of a company, you do not have much left.
Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.
You have to manage a system. The system doesn't manage itself.
We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, 'You cannot inspect quality into a product.' The quality is there or it isn't by the time it's inspected.
You can not hear what you do not understand.
A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.
It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be in trouble.
Management's job is to optimize the whole system.
Nobody should try to use data unless he has collected data.
You do not install quality; you begin to work at it.
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