Eliyahu Goldratt Quotes

There is never a time in a company's history when cost control can be relegated to the back burner, but for a startup company, keeping costs low is a vital necessity.

I think that a lot of companies are still amazingly price sensitive.

I keep my overhead as low as I can.

Cost reduction and cost control are by their very nature sort of anti-social activities.

The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.

You've got to be able to make animation for much less... Less is not the studio's way.

The problem with the cable networks is the lack of money, not from personal income but as far as show budget.

When you have less revenue coming in the door, you have more money going out the door. You have to find ways of trimming.

The crucial point is always the own cost structure. Therefore I created a Low Cost alliance with air Berlin.

When a project has an ample budget, I am interested now in using bigger units of materials.

America has to ask itself not what it wants, but what it can afford.

If a manager can't control his costs, fire them.

You don't want to negotiate the price of simple things you buy every day.

One of our most difficult realizations was that - in the course of two years - a connecting hub in St. Louis had gone from something we thought we needed to something we could no longer afford.

In a budget this massive, there are certainly areas where I think we could do much better.

Even on a $100 million film, people will complain that they haven't got enough money and enough time, so that's always going to be an element in filmmaking.

I've enjoyed programming on NPR, but 'we're broke' and therefore all spending must be reduced.

First, we have to lower our costs to levels that are more competitive. This will prevent the lower-cost airlines from pushing us out of the markets we want to serve. We've made great progress on this front, but we need to keep pushing.

I think we have to be very careful when we toss around terms like 'cut health care costs.' We would do very well to expect a cut in the rate of increase.

We need to be careful when we talk about cutting health care costs. They are not going to be reduced - what we really want to do is do is slow the rate of increase.

Sometimes it's more difficult to achieve a 10% cost reduction than it is to tell people they have to achieve 50%. Small incremental steps block your view of doing something fundamentally different.

As Secretary of Defense my job would be much easier if I didn't have to put up with [budget] cuts.

When we speak of reducing health care costs, remember that for many powerful interests, that translates into “taking away my business.”

If we want to be cost-conscious, we should do it, not just talk about how cost-conscious we are.

One of my main agenda right from the beginning has been cost rationalization, and we have done a lot of cost rationalization.