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.

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

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

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

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

Observing many companies in action, I am unable to point to a single instance in which stunning results were gotten without the active and personal leadership of the upper managers.

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