Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.

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.

What makes a scientist great is the care that he takes in telling you what is wrong with his results, so that you will not misuse them.

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.

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

Hard work and best efforts will not by themselves dig us out of the pit.

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