No requirement of industry is so much neglected as operational definitions.

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.

When people try to do what they can not do, they wish to give up.

The average American worker has fifty interruptions a day, of which seventy percent have nothing to do with work.

There must be consistency in direction.

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.

He that expects to quantify in dollars the gains that will accrue to a company year by year for a program for improvement of quality expounded in [Out of the Crisis] will suffer delusion. He should know before he starts that he will be able to quantify only a trivial part of the gain.