It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to - that is, what they must do. These obligations cannot be delegated. Support is not enough; action is required.

Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light.

Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.

Knowledge is theory. We should be thankful if action of management is based on theory. Knowledge has temporal spread. Information is not knowledge. The world is drowning in information but is slow in acquisition of knowledge. There is no substitute for knowledge.

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

Eighty-five percent of the reasons for failure are deficiencies in the systems and process rather than the employee. The role of management is to change the process rather than badgering individuals to do better.

Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.