For many phenomena, 80% of consequences stem from 20% of the causes.

Goal setting has traditionally been based on past performance. This practice has tended to perpetuate the sins of the past.

It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.

What I want to do has no end, since I am on the endless frontier of a branch of knowledge.

A good rule in organizational analysis is that no meeting of the minds is really reached until we talk of specific actions or decisions. We can talk of who is responsible for budgets, or inventory, or quality, but little is settled. It is only when we get down to the action words-measure, compute, prepare, check, endorse, recommend, approve-that we can make clear who is to do what.

...every successful quality revolution has included the participation of upper management. We know of no exceptions.

Quality planning consists of developing the products and processes required to meet customer's needs