If you can't describe what you are doing as a process, you don't know what you are doing

If you can't describe what you are doing as a process, you don't know what you're doing.

We should work on our process, not the outcome of our processes.

The prevailing style of management must undergo transformation. A system can not understand itself. The transformation requires a view from outside.

In Japan, a company worker's position is secure. He is retrained for another job if his present job is eliminated by productivity improvement.

The prevailing - and foolish - attitude is that a good manager can be a good manager anywhere, with no special knowledge of the production process he's managing. A man with a financial background may know nothing about manufacturing shoes or cars, but he's put in charge anyway.