There is a point at which a transformation has to take place.

The first step toward making the worker achieving is to make work productive.

The most critical case in a corporation, especially a big one, is when everything goes well, when you have accomplished your objectives. When the temptation is to work twice as hard instead of saying, "We have accomplished our objectives, we have to think again."

The productivity of work is not the responsibility of the worker but of the manager.

What the customer buys and considers value is never a product. It is always utility, that is, what a product or a service does for the customer.

The productivity of people requires continuous learning, as the Japanese have taught us. It requires adoption in the West of the specific Japanese Zen concept where one learns to do better what one already does well.

What is the major problem? It is fundamentally the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing quite so useless as doing with great efficiency what should not be done at all.