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.

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

Pareto's Principle: you generally spend 80% of your time on 20% of the project.

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.

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

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.

Without a standard there is no logical basis for making a decision or taking action.