‘Where Great Companies Find Lasting Success’

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Trust is the bedrock of innovation, because ideas can’t be forcibly pulled from people’s heads.’

Smart leaders think laterally. They love to learn from innovative thinkers in different industries.’

Smart companies build alliances with other smart companies. They’re known by the company they keep.’

‘Trust, more than pay or perks, is the secret to making a best-places-to-work list.’

Smart companies encourage people to talk about their mistakes and what they learned along the way.’

Teams, even in large companies, tend to perform best when they’re at their leanest- eight to twelve people.’

Teams, when small, can move faster. Team members will sacrifice for other team members at a smaller size, but not at a larger size.’

‘Trust is easily destroyed by executive hypocrisy.’

Taste is more than design. It’s a sensibility that appeals to the deepest part of ourselves.’

Taste need not be original. It often borrows from successful products and services of the past.’

Taste is not the result of random genius. It takes hard work, discipline, and patience.’

Taste signals the deep intelligence of a product or service. Most customers will pay more to feel smart.’

Source

Rich Karlgaard (2014). The Soft Edge: Where Great Companies Find Lasting Success

Juran On Quality By Design

‘There should be no vagueness on the question of ‘Deployment to Whom?’

Chronic wastes are reduced through the quality improvement process.’

‘Creation of new wastes is reduced through revision of the quality planning process.’

‘The design for process control should provide the operating forces with the means for corrective action.’

‘A state of self-control consists of:

Knowing what the target performance is

Knowing what the actual performance is

Having the means for changing performance in the event of noncomformance

‘Product conformance decisions should ideally be made by the opperating forces at the lowest levels of organization.’

‘Proof of human controllability is best provided by demonstration.’

‘The question ‘Who is responsible for quality?’ is inherently unanswerable.’

‘One way to break out of the adversary relationship with suppliers is to experiment.’

‘All processes exhibit variability.’

‘Quality goals should be based on process capabilities rather than on prior process performance.’

‘Inadvertent human errors can be reduced through errorproofing.’

‘Product development requires not only functional expertise; it also requires use of a body of quality-related know-how -the quality disciplines.’

‘Goals should be written out. This discipline helps to assure that goals are understandable.’

‘Customers’ needs are a moving target.’

‘Who is responsible for quality?’

Source:

J.M. Juran (1992). Juran on Quality by Design: The New Steps for Planning Quality into Goods and Services