Godfrey Reggio Quotes

When General Motors builds a car, they want to meet the specific needs of many customers. But if they custom-make each car, then it will not be economical.

General Motors is not in the business of making cars. It is in the business of making money.

It's easy to assume that just because you make something in small volumes, not using many tools, that there is integrity and care - that is a false assumption.

I just want to make a difference. I want to make Chrysler the most profitable car company in the United States.

First we build people, then we build cars.

It never ceases to amaze me what it takes to develop and bring to mass production a product.

Starting in the 1970s, American cars started to lose market share to foreign cars. It was clear what was happening - these better-made foreign car companies were encroaching on the U.S., and the U.S. car makers had less than half of their own country's market.

With a global society hungry for luxury, distribution and supply chains are now as important for executives as a hands-on feel for products.

I think that an industrial process is not like a rubber stamp. Everything has to be put together and, as such, should have its own expression.

The car business is a lot like football. In football, you have to win once a week. In the car business, you have to win every day.

It's competition that forces companies to get out of their complacency.

You can't create a mass market if you don't have a common standard.

I liken myself to Henry Ford and the auto industry, I give you 90 percent of what most people need.

I think American industry has lost perspective about their products.

There's an expectation these days that novels - like any other consumer product - should be made on a production line, with one dropping from the conveyor belt every couple of years.

There is a clear goal and it isn't to make money. The goal is to desperately try to make the best products we can. We are not naive - if you trust it, people like it, they buy it and we make money. This is a consequence.

I realized early on, maybe better than some of my competitors did, that a textile business can run only if you have scale. I decided to horizontally and vertically integrate, adding everything from spinning, dyeing, weaving, and stitching to processing and packing.

At a European auto show, I had someone from a German car company come up to me and say the Karma should cost $125,000, not $87,900, but our development process lets us lower the costs. I guarantee it's profitable.

The biggest thing is to create a product that consumers find useful. As more and more people like something, it becomes harder and harder to have a conspiracy theory about it.

What was worked out at Ford was the practice of moving the work from one worker to another until it became a complete unit, then arranging the flow of these units at the right time and the right place to a moving final assembly line from which came a finished product.

What's so great about DreamWorks is that it's run by filmmakers who believe that if it's not broke, don't fix it.

There had to be a market in order for you to be successful in a business. The market had to need your business, or the product of it.

My dad was an assembly line worker at AC Spark Plug, which was a division of General Motors, and his job was to build and then inspect the little spark plugs as they came off the line.

I think anyone who makes products has this simultaneous joy and, almost, shame looking at it. You look at it all day, and all you can see is all these things you want to make better.

In this industry, you have to have passion. It's tough; there's no mercy. But I just love cars - I love to bring a new car to market. And every time I do this, it gets a little easier.