Management's job is to know which systems are stable and which are not.

When we cooperate, everybody wins.

The emphasis should be on why we do a job.

Shrink, shrink variation, to reduce the loss.

What we need to do is learn to work in the system, by which I mean that everybody, every team, every platform, every division, every component is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis.

Understanding variation is the key to success in quality and business.

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.