There is no economy in having one operation produce a part and another separate the good ones from the bad ones.

Anybody can achieve gains in quality by slowing down production. That is not what we are talking about.

The system that people work in and the interaction with people may account for 90 or 95 percent of performance.

Part of America's industrial problems is the aim of its corporate managers. Most American executives think they are in the business to make money, rather than products or service. The Japanese corporate credo, on the other hand, is that a company should become the world's most efficient provider of whatever product and service it offers. Once it becomes the world leader and continues to offer good products, profits follow.

It's management's job to know.

For Quality: Stamp out fires, automate, computerize, M.B.O., install merit pay, rank people, best efforts, zero defects. WRONG!!!! Missing ingredient: profound knowledge.

The result of long-term relationships is better and better quality, and lower and lower costs.