Pier Luigi Loro Piana Quotes

Consumer accountability drives quality and efficiency.

When you're out of quality, you're out of business.

The "patron saint" of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.

Absence of defects does not necessarily build business... Something more is required.

The surest foundation of a manufacturing concern is quality. After that, and a long way after, comes cost.

Six Sigma is a quality program that, when all is said and done, improves your customers' experience, lowers your costs, and builds better leaders.

I have this saying. Quality is the best business plan. I believe so strongly in that.

Quality isn't a thing. It is an event.

'Quality' means what will sell and do a customer some good - at least try to.

For much of Toyota's history, we have ensured the quality and reliability of our vehicles by placing a device called an andon cord on every production line - and empowering any team member to halt production if there's an assembly problem. Only when the problem is resolved does the line begin to move again.

Quality has to be caused, not controlled.

Quality is everyone's responsibility.

An exceptional company is the one that gets all the little details right. And the people out on the front line, they know when things are not going right, and they know when things need to be improved. And if you listen to them, you can soon improve all those niggly things which turns an average company into an exceptional company.

Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

Deliver total quality to every customer every day.

Quality comes not from inspection, but from improvement of the production process.

Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

We cannot rely on mass inspection to improve quality, though there are times when 100 percent inspection is necessary. As Harold S. Dodge said many years ago, 'You cannot inspect quality into a product.' The quality is there or it isn't by the time it's inspected.

Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.

It is in Toyota's DNA that mistakes made once will not be repeated.

We got to this point by constantly perfecting our products.

Quality is the result of a carefully constructed cultural environment. It has to be the fabric of the organization, not part of the fabric.

To me, error analysis is the sweet spot for improvement.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

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.