Businesspeople From The United States

"Several of the quality-control methods have been carried on in industry for many years. What are new in the modern approach to quality control are integration of these often uncoordinated activities into an over-all administrative program for a factory and the addition to the time-tested methods used of a few new techniques which have been found useful in dealing with and thinking about the increased emphasis upon precision in manufactured parts."

"[ Total Quality Management (TQM) is] a term first used to describe a management approach to quality improvement. Since then, TQM has taken on many meanings. Simply put, it is a management approach to long-term success through customer satisfaction. TQM is based on all members of an organization participating in improving processes, products, services and the culture in which they work. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran."

"Product quality can then be defined as: The composite product characteristics of engineering and manufacturing that determine the degree to which the product, in use, will meet the expectations of the customer."

"Engineers, scientists, and statisticians have, until recently, been the groups chiefly interested in activity called quality control. These technologists have been primarily concerned with the technical methods which have become associated with the subject. They have applied these methods to a number of industrial quality problems."

"The materials presented in this book have been developed in industry for use in meeting a wide variety of practical industrial problems. They have been used in several factories both as the "plan of attack" for organizing new quality-control programs and as text material for in-service training courses."

"Some have an idea that the reason we in this country discard things so readily is because we have so much. The facts are exactly opposite-the reason we have so much is simply because we discard things so readily. We replace the old in return for something that will serve us better."

"The greatest real thrill that life offers is to create, to construct, to develop something useful. Too often we fail to recognize and pay tribute to the creative spirit. It is that spirit that creates our jobs. There has to be this pioneer, the individual who has the courage, the ambition to overcome the obstacles that always develop when one tries to do something worthwhile, especially when it is new and different."

"So much has happened since the first publication of The Six Sigma Way, and it has been rewarding to find that much of what was in the book then still holds true. At the same time, the opportunity to reflect on how organizations have used, or misused, Six Sigma had offered a lot of new insights. We're pleased that this updated book will offer some real benefit to individuals and organizations still focused on driving continuous improvement today.”"

"Quality control may be defined as:"

"Six Sigma is a system for improving the quality of organizational processes. It was originally developed at in the 1980's and has become one of the most widely discussed and reported trends in business over the past two years, thanks largely to the phenomenal successes of the Six Sigma program at one of the world's most successful companies, . General Electric CEO Jack Welch, has been preaching about and implementing the Six Sigma philosophy throughout General Electric, and credits the program with millions of dollars in annual cost savings and product quality improvements."

"Improving quality requires a culture change, not just a new diet."

"Change should be a friend. It should happen by plan, not by accident."

"The first erroneous assumption is that quality means goodness, or luxury, or shininess or weight. The word "quality" is used to signify the relative worth of things in such phrases as "good quality," "bad quality," and that brave new statement 'quality of life.' 'Quality of life' is a cliche because each listener assumes that the speaker means exactly what he or she, the listener, means by the phrase. It is a situation in which individuals talk dreamily about something without ever bothering to define it."

"A rule to live by: I won't use anything I can't explain in five minutes."

"Quality is conformance to requirements - nothing more, nothing less."

"Quality management is a systematic way of guaranteeing that organized activities happen the way they are planned."

"In a true zero-defects approach, there are no unimportant items."

"The problem of quality management is not what people don't know about it. The problem is what the think they do know."

"Management has to get right in there and be active when it comes to quality."

"Most managers are so concerned with today, and with getting our own real and imagined problems settled, that we are incapable of planning corrective or positive actions more than a week or so ahead."

"Gentlemen, I take it we are all in complete agreement on the decision here. Then, I propose we postpone further discussion of this matter until the next meeting to give ourselves time to develop disagreement, and perhaps gain some understanding of what the decision is all about."

"Quality is free, but no one is ever going to know it if there isn't some sort of agreed-on system of measurement. Quality has always suffered from the lack of an obvious method of measurement in spite of the fact such a method was developed by General Electric in the 1950' s as a tool for determining the need for corrective action on a specific product line."

"Only in more production and in new production can the American standard of living be increased and the economy be sound."

"[ Total Quality Management (TQM) is] a term first used to describe a management approach to quality improvement. Since then, TQM has taken on many meanings. Simply put, it is a management approach to long-term success through customer satisfaction. TQM is based on all members of an organization participating in improving processes, products, services and the culture in which they work. The methods for implementing this approach are found in the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa and Joseph M. Juran."

"The essential difference with Builders is that they've found something to do that matters to them and are therefore so passionately engaged, they rise above the personality baggage that would otherwise hold them down. Whatever they are doing has so much meaning to them that the cause itself provides charisma and they plug into it as if it was electrical current."

"Companies that enjoy enduring success have core values and a core purpose that remain fixed while their business strategies and practices endlessly adapt to a changing world. The dynamic of preserving the core while stimulating progress is the reason that companies such as Hewlett-Packard, 3M, Johnson & Johnson, Procter & Gamble, Merck, Sony, Motorola, and Nordstrom became elite institutions able to renew themselves and achieve superior long-term performance."

"Core ideology provides the glue that holds an organization together as it grows, decentralizes, diversifies, expands globally, and develops workplace diversity. Think of it as analogous to the principles of Judaism that held the Jewish people together for centuries without a homeland, even as they spread throughout the Diaspora. Or think of the truths held to be self-evident in the Declaration of Independence, or the enduring ideals and principles of the scientific community that bond scientists from every nationality together in the common purpose of advancing human knowledge. Any effective vision must embody the core ideology of the organization, which in turn consists of two distinct parts: core values, a system of guiding principles and tenets; and core purpose, the organization’s most fundamental reason for existence."

"Success in the long run has less to do with finding the best idea, organizational structure, or business model for an enterprise, than with discovering what matters to us as individuals."

"In addition to vision-level BHAGs [shorthand for Big, Hairy, Audacious Goals], an envisioned future needs what we call vivid description – that is, a vibrant, engaging, and specific description of what it will be like to achieve the BHAG. Think of it as translating the vision from words into pictures, of creating an image that people can carry around in their heads. It is a question of painting a picture with your words. Picture painting is essential for making the 10-to-30- year BHAG tangible in people’s minds."

"Organizational change is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors."

"In today's business environment, more than in any preceding era, the only constant is change. Somehow there are organizations that effectively manage change, continuously adapting their bureaucracies, strategies, systems, products, and cultures to survive the shocks and prosper from the forces that decimate their competition. They move from strength to strength, adjusting to crises that bedevil others in their industry. They are masters of Renewal. No organization can maintain excellence without renewing. No organization can strive for excellence, or even attempt to improve, without the ability to renew."

"In contrast to such organizations as governments and universities, the prime criteria of business achievement are relatively definite and tangible. These standards include profitability, percentage control of the market, size of firm, and rate of growth."

"The renewing companies treat everyone as a source of creative input. What's most interesting is that they cannot be described as either democratically or autocratically managed. Their managers define the boundaries, and their people figure out the best way to do the job within those boundaries. They give up a measure of control in order to gain control over what counts - results"

"In an interesting example of partial cognition, the authors of The American Business Creed present an analysis on the basis of selected materials. But what is the basis upon which the selection is made? They maintain that their material are representative of what American businessman think. Many of the quotations presented as American Business thought, however, are from professional writings. Others are from trade groups which represent only a small portion of the business community."

"Viewed schematically, the activities of governments involve first the politician, who buys votes for the party in power; then the impractical theorist in the civil service — usually a professor in disguise — who conceives grandiose and unworkable plans; finally, these are executed and administered by the hidebound bureaucrat. The characteristic vices of these three species of homo politicus differ, , but they share a common feature: the absence of those personal virtues possessed by businessmen. Their heads are neither clear, hard, nor level; none of them is really honest; all of them lack practical imagination and the desire to get things done.Their heads are neither clear, hard, nor level; none of them is really."

"Any form of organization that cuts across normal bureaucratic lines to capture opportunities, solve problems, and get results. In an era of accelerating change, organizations, and national economies, most likely to succeed are those with the ability to adjust and adapt. Robert H. Waterman Jr., ... shows how and what this sort of innovation must become a way of life for business organizations across the board. What is needed is an environment that fosters the use of an ad-hoc problem-solving technique, in effect an -adhocracy- that functions outside the often initiative-stifling bureaucracy-"

"Visible management attention, rather than management exhortation, gets things done. Action may start with the words, but it has to be backed by symbolic behavior that makes those words come alive."

"Extravagance, inefficiency, and waste are inherent in government, because nothing which government does is forced to meet the test of the market. Further, government does not even meet the internal criteria of rationality which the balance sheet and the profit and loss statement impose on every individual business enterprise. The power of government to pay for itself through taxes and deficits, and to force on people things which they do not really want, deprives government activity of any semblance of restraint."

"Man is a maker of meanings in a world that sometimes seems without meaning. Few things help us find meaning more than a cause to believe in, better yet, about which to get excited. Renewing organizations seem to run on causes."

"True or false? "America is falling behind in world competition". The surprise answer is "false". Recent research on industrialized nations shows that American workers outproduce workers in Germany and France by 20 percent, workers in Britain by over 30 percent, and Japanese workers by over 60 percent. The reason has nothing to do with technology, worker attitude, or worker skill... [Looking] at some of the best American firms... [we can concluded] that the key to strategic advantage is organization: they are organized to focus on the things that motivate their own people, and organized to anticipate customer needs."

"A comparative social science requires a generalized system of concepts which will enable the scientific observer to compare and contrast large bodies of concretely different social phenomena in consistent terms."

"A World to Make treats a subject that is both complex and controversial. Since the end of the Second World War, and with increasing rapidity in the 1950s and 1960s, Europe's former colonial possessions acquired independence and emerged as new states with new frontiers. That process proved to be immensely difficult both for those who had recently acquired their independence and for those in Latin America and elsewhere who had enjoyed that status for a century or longer."

"Characteristically, the factors determining, the outcome of business efforts are numerous, and difficult both to assess and control. The sale of goods on a more or less free market is, of course, one major source of these difficulties; the disposition of buyers are subject to only limited control and prediction. They in turn are influenced by those diffuse but important factors which go under the label of general business conditions. Even within the context of a given firm there may be conditions and possible courses of action (such as personal appointments, or the performance of certain equipment) which may be beyond ready prediction and control. A great part of the efforts of entrepreneurs is directed towards minimising uncertainties."

"Lasting goal achievement requires lots of time, hard work, personal sacrifice, ongoing effort, and dedication to a process that is maintained over years."

"The Great Western Disease is that we fixate on the future at the expense of enjoying the life we're living now."

"It is characteristic of executive roles that they are specialized for the handling of situations which call for something more than routine action. When business executives are asked what is the essential content of their roles, they characteristically say, 'We make decisions.' This emphasis on decision-making is symptomatic of a specialized concern of executives with situations in which there is significant uncertainty as to the results of proper courses of action. (One does not make a 'decision' when there is a predictable, correct outcome, as in getting the sum of a column of figures.)"

"People who believe they can succeed see opportunities where others see threats."

"If we can stop, listen, and think about what others are seeing in us, we have a great opportunity. We can compare the self that we want to be with the self that we are presenting to the rest of the world. We can then begin to make the real changes that are needed to close the gap between our stated values and our actual behavior."

"The most effective leaders of companies in transition are the quiet, unassuming people whose inner wiring is such that the worst circumstances bring out their best. They're unflappable, they're ready to die if they have to. But you can trust that, when bad things are happening, they will become clearheaded and focused."

"For no matter what we achieve, if we don't spend the vast majority of our time with people we love and respect, we cannot possibly have a great life. But if we spend the vast majority of our time with people we love and respect – people we really enjoy being on the bus with and who will never disappoint us – then we will almost certainly have a great life, no matter where the bus goes. The people we interviewed from the good-to-great companies clearly loved what they did, largely because they loved who they did it with."