To assure the prosperity of a firm should be a long-term strategy and the turnover of key managers should be taken into account from the stand point of long-term consideration and not from the monthly or quarterly flavors.

Control charts are one of the statistical tools for solving quality related problems.

Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement

I believe that management should focus on two particular areas. One is Gemba (shop floor) and the other is customer (not the shareholder).

Japanese management practices succeed simply because they are good management practices. This success has little to do with cultural factors. And the lack of cultural bias means that these practices can be - and are - just as successfully employed elsewhere.

Kaizen means ongoing improvement involving everybody, without spending much money.

Progress is impossible without the ability to admit mistakes.