Failure of management to plan for the future and to foresee problems has brought about waste of manpower, of materials, of the machine-time, of all which raise the manufacturer's cost and price that the purchaser must pay

Managers don't like giving appraisals, and employees don't like getting them. Perhaps they're not liked because both parties suspect what the evidence has proved for decades: Traditional performance appraisals don't work.

Management does not know what a system is.

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.

All anyone asks for is a chance to work with pride.

A leader knows who is outside of the system and needs special help.

Retroactive management emphasizes the bottom line.