Joseph M. Juran
It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.Collection: Top Management
Without a standard there is no logical basis for making a decision or taking action.Collection: Decision
All improvement happens project by project and in no other way.Collection: Way
Quality planning consists of developing the products and processes required to meet customer's needsCollection: Quality
For many phenomena, 80% of consequences stem from 20% of the causes.Collection: Causes
...every successful quality revolution has included the participation of upper management. We know of no exceptions.Collection: Successful
Goal setting has traditionally been based on past performance. This practice has tended to perpetuate the sins of the past.Collection: Past
A good rule in organizational analysis is that no meeting of the minds is really reached until we talk of specific actions or decisions. We can talk of who is responsible for budgets, or inventory, or quality, but little is settled. It is only when we get down to the action words-measure, compute, prepare, check, endorse, recommend, approve-that we can make clear who is to do what.Collection: Decision
What I want to do has no end, since I am on the endless frontier of a branch of knowledge.Collection: Branches
Observing many companies in action, I am unable to point to a single instance in which stunning results were gotten without the active and personal leadership of the upper managers.Collection: Action
Pareto's Principle: you generally spend 80% of your time on 20% of the project.Collection: Principles