You can expect what you inspect.
You can see from a flow diagram who depends on you and whom you can depend on. You can now take joy in your work.
You can not plan to make a discovery. You do not plan innovation.
Forces of Destruction: grades in school, merit system, incentive pay, business plans, quotas.
I think that people here expect miracles. American management thinks that they can just copy from Japan - but they don't know what to copy!
Experience by itself teaches nothing.
The average American worker has fifty interruptions a day, of which seventy percent have nothing to do with work.
The emphasis should be on why we do a job.
We should be guided by theory, not by numbers.
He that would run his company on visible figures alone will in time have neither company nor figures.
A man who knows not his limitations is of no use to anyone.
There is no economy in having one operation produce a part and another separate the good ones from the bad ones.
It is important that an aim never be defined in terms of activity or methods. It must always relate directly to how life is better for everyone. . . . The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.
3% of the problems have figures, 97% of the problems do not.
Plants don't close from poor workmanship, but from poor management.
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
You can only elevate individual performance by elevating that of the entire system.
People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning.
Change the rule and you will get a new number.
You must have a supplier relationship of constant improvement.
To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge, knowledge for leadership of transformation.
The process is not just the sum of its parts.
Competition should not be for a share of the market-but to expand the market.
It would be a mistake to export western management to a friendly country.
The greatest losses are unknown and unknowable.
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