You have to manage a system. The system doesn't manage itself.

If you can't describe what you are doing as a process, you don't know what you're doing.

The most important figures for management of any organization are unknown and unknowable.

It's not enough to do your best; you must know what to do & then do your best.

Stamping out fires is a lot of fun, but it is only putting things back the way they were.

We must satisfy our customers.

It is important that an aim never be defined in terms of activity or methods. It must always relate directly to how life is better for everyone. . . . The aim of the system must be clear to everyone in the system. The aim must include plans for the future. The aim is a value judgment.