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Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer...
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The source of innovation is freedom. All we have - new knowledge, invention - comes from freedom. Discoveries and new knowledge come from freedom. When somebody is responsible only to himself, [has] only himself to satisfy, then you'll have invention, new thought, now product, new design, new ideas.
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People copy examples and then they wonder what is the trouble. They look at examples and without theory they learn nothing.
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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.
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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.
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Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
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Quality is made in the board room. A worker can deliver lower quality, but she cannot deliver quality better than the system allow.
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It is a mistake to assume that if everybody does his job, it will be all right. The whole system may be in trouble.
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There is no economy in having one operation produce a part and another separate the good ones from the bad ones.
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He that would run his company on visible figures alone will in time have neither company nor figures.
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A manager of people knows that in this stable state it is distracting to tell the worker about a mistake.
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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.
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Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force
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A committee appointed by the President of a company will report what the President wishes to hear. Would they dare report otherwise?.