It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough; action is required.
If someone can make a contribution to the company he feels important.
I am not reporting things about people. I am reporting things about practices.
It is management's job to direct the efforts of all components toward the aim of the system. The first step is clarification: everyone in the organization must understand the aim of the system, and how to direct his efforts toward it. Everyone must understand the damage and loss to the whole organization from a team that seeks to become a selfish, independent, profit center.
It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth
To copy is to invite disaster.
Sub-optimization is when everyone is for himself. Optimization is when everyone is working to help the company.
A system must be managed. It will not manage itself.
...the most important things we need to manage can't be measured.
The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.
People need to know how their job contributes.
Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.
We are here to make another world.
Let us ask our suppliers to come and help us to solve our problems.
People need to know what their jobs are.
Anyone that enjoys his work is a pleasure to work with.
The worker is not the problem. The problem is at the top! Management!
Now, we learn that a system must have an aim. Without an aim, there is no system.
Meeting specifications is not enough.
You do not find knowledge in a dictionary, only information.
One cannot be successful on visible figures alone ... the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them.
Experience by itself teaches nothing... Without theory, experience has no meaning. Without theory, one has no questions to ask. Hence, without theory, there is no learning.
Rational behavior requires theory. Reactive behavior requires only reflex action.
All anyone asks for is a chance to work with pride.
Confusing common causes with special causes will only make things worse.
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