Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.
Transformation is not automatic. It must be learned; it must be led.
Knowledge needs to be a verb.
To optimize the whole, we must sub-optimize the parts.
Management is prediction.
You have to manage a system. The system doesn’t manage itself.
Anybody can achieve gains in quality by slowing down production. That is not what we are talking about.
Choice of aim is clearly a matter of clarification of values, especially on the choice between possible options.
When a system is stable, telling the worker about mistakes is only tampering.
Innovation comes from the producer – not from the customer.
The biggest cost of poor quality is when your customer buys it from someone else because they didn’t like yours.
There must be consistency in direction.
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.
Hold everybody accountable? Ridiculous!
A leader is a coach, not a judge.
Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
The moral is that it is necssary to innovate, to predict the needs of the customers, and give him more. He that innovates and is lucky will take the market.
The result of long-term relationships is better and better quality, and lower and lower costs.
The system that people work in and the interaction with people may account for 90 or 95 percent of performance.
People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.