A system must have an aim. Without an aim, there is no system.
It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth.
There is no substitute for knowledge.
our system of make-and-inspect, which if applied to making toast would be expressed: “You burn, I’ll scrape.”
It is easy to date an earthquake, but not an economic decline.
No one can measure the loss of business that may arise from a defective item that goes out to a customer.
The aim proposed here for any organization is for everybody to gain – stockholders, employees, suppliers, customers, community, the environment – over the long term.
Management by results — like driving a car by looking in rear view mirror.
the aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. Put in a negative way, the aim of leadership is not merely to find and record failures of men, but to remove the causes of failure: to help people to do a better job with less effort.