Motivation – nonsense. All that people need to know is why their work is important.
Necessity to study the needs of the consumer, and to provide service to product, was one of the main doctrines of quality taught to Japanese management in 1950 and onward. Foremost is the principle that the purpose of consumer research is to understand the consumer’s needs and wishes, and thus to design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer. The cost to replace a defective item on the production line is fairly easy to estimate, but the cost of a defective item that goes out to a customer defies measure.
New product and new types of service are generated, not by asking the consumer, but by knowledge, imagination, innovation, risk, trial and error on the part of the producer, backed by enough capital to develop the product or service and to stay in business during the lean months of introduction.
Ninety-five percent of changes made by management today make no improvement.
No community need be poor if it has people and good management. No country need be poor if it has people and good management.
No one can measure the loss of business that may arise from a defective item that goes out to a customer.
Nothing can do you so much harm as a lousy competitor. Be thankful for a good competitor.
One gets a good rating for fighting a fire. The result is visible; can be quantified. If you do it right the first time, you are invisible. You satisfied the requirements. That is your job. Mess it up, and correct it later, you become a hero.
Pay is not a motivator.
Putting out fires is not improvement of the process. Neither is discovery and removal of a special cause detected by a point out of control. This only puts the process back to where it should have been in the first place.