The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.
A leader must have knowledge. A leader must be able to teach.
I am not reporting things about people. I am reporting things about practices.
Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.
You do not install quality; you begin to work at it.
People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.
Sub-optimization is when everyone is for himself. Optimization is when everyone is working to help the company.
Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
Now, we learn that a system must have an aim. Without an aim, there is no system.
Management is prediction.
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.
There is no economy in having one operation produce a part and another separate the good ones from the bad ones.
Rational behavior requires theory. Reactive behavior requires only reflex action.
Anyone that enjoys his work is a pleasure to work with.
The source of innovation is freedom. All we have - new knowledge, invention - comes from freedom. Discoveries and new knowledge come from freedom. When somebody is responsible only to himself, [has] only himself to satisfy, then you'll have invention, new thought, now product, new design, new ideas.
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.
Change the rule and you will get a new number.
No one can measure the loss of business that may arise from a defective item that goes out to a customer.
A man who knows not his limitations is of no use to anyone.
You can expect what you inspect.
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.
Plants don't close from poor workmanship, but from poor management.
He that would run his company on visible figures alone will in time have neither company nor figures.
We should be guided by theory, not by numbers.
If someone can make a contribution to the company he feels important.
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