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.
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.
There is very little evidence that we give a hoot about profit.
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.
You cannot inspect quality into the product; it is already there.
Research shows that the climate of an organization influences an individuals contribution far more than the individual himself.
Profit in business comes from repeat customers.
There is no knowledge without theory.
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 can only elevate individual performance by elevating that of the entire system.
We must understand variation.
We must satisfy our customers.
We know what we told him, but we don’t know what he heard.
We have to bring back the individual. Management has smothered the individual.
The ultimate purpose of collecting the data is to provide a basis for action or a recommendation.
Understanding variation is the key to success in quality and business.
The job can’t be finished only improved to please the customer.
Let us ask our suppliers to come and help us to solve our problems.
We want best efforts guided by theory.
Change the rule and you will get a new number.