Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.
If you can't describe what you are doing as a process, you don't know what you're doing.
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.
What we need to do is learn to work in the system, by which I mean that everybody, every team, every platform, every division, every component is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis.
It is not enough to do your best you must know what to do, and *then* do your best.
It is not necessary to change. Survival is not mandatory.
We are here to make another world.
Learning is not compulsory... neither is survival.
Eliminate numerical quotas, including Management by Objectives.
Quality is everyone's responsibility.
You can not inspect quality into the product; it is already there.
It does not happen all at once. There is no instant pudding.
If you stay in this world, you will never learn another one.
Does experience help? NO! Not if we are doing the wrong things.
The result of long-term relationships is better and better quality, and lower and lower costs.
Learning is not cumpulsory... neither is survival.
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.
What is the variation trying to tell us about a process, about the people in the process?
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.
You can not define being exactly on time.
We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, 'You cannot inspect quality into a product.' The quality is there or it isn't by the time it's inspected.
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.
The supposition is prevalent the world over that there would be no problems in production or service if only our production workers would do their jobs in the way that they we taught. Pleasant dreams. The workers are handicapped by the system, and the system belongs to the management.
When a system is stable, telling the worker about mistakes is only tampering.
The various segments of the system of profound knowledge proposed here cannot be separated. They interact with each other. Thus, knowledge of psychology is incomplete without knowledge of variation.