Arne Jacobsen Quotes

The best American manufacturers customize products to meet customer needs, reduce the time required to make them and constantly improve their design.

The way we want to look at it is we would like to do end-to-end design in India. We've invested for many years, and so at some point, to do end-to-end product in India is very much a possibility.

We can do better in higher education. And it is more than just technology. It's also an attitude on the part of faculty. We need to think through how we can produce a better quality product at less cost.

I want to make thorough steps to create a system that will spur industry competition.

To be truthful, not much 'engineering' goes into the ShamWow!

We're reviewing everything to see how we can do it better, faster, and more efficiently.

The result of long-term relationships is better and better quality, and lower and lower costs.

There are really two things that have to occur in order for a new technology to be affordable to the mass market. One is you need economies of scale. The other is you need to iterate on the design. You need to go through a few versions.

I want to explore the existing manufacturing abilities of Indian companies and create products together.

Healthy competition places discipline on the market and should focus providers on providing the best service at a lower cost.

The more you eliminate the inefficient use of information, the better it is for productivity.

You don't make houses cheaper by making them more expensive to build.

I am inclined to attach some importance to the new system of manufacturing; and venture to throw it out with the hope of its receiving a full discussion among those who are most interestedin the subject.

Most of the model consolidation we've done is behind us. There will be some fine tuning.

Brands who come to China, often they just care about price - so they actually drive the suppliers to cut corners on environmental standards to win a contract.

I had to learn everything about manufacturing, patents and how to run a business, and eventually I came up with an prototype that worked.

He testified that when you looked at it through the eyes of 'let's do it', the costs were very small. They were less than they'd had to spend to host a convention of transportation executives. The cost was not that great.

GM is a highly collaborative organization; we rely on a whole tier of suppliers for everything that we do.

Everyone wants an iPhone, but it would be impossible to design an iPhone in China because it's not a product; it's an understanding of human nature.

When you look at this and where it's all going, the hardware business requires a lot of investment. It's very hard, it's very expensive, and ramping up hard on any given platform, whether it's a console or any kind of PC or mobile device, going into the hardware business requires a lot of investment.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

All of us are going to have to find ways to do things more efficiently, find ways to get our costs more in line, and do it in a time of higher regulatory and environmental standards.

There are limits to what reorganization and reform can do.

The object of protection is that of diminishing the distance and the waste between the producer and the consumer

The consolidation that we started in 2009 was clearly the requirement of that time.