Tim Ferriss Quotes

Processes break in two ways. They break because they don't have the right checks and balances and because they don't have the right execution.

The way AI complements people's work, it actually creates a lot of new jobs, a lot of demand. For example, if a automatic visual inspection technology helps spot flaws in manufacturing parts, I think that in some cases, this does create a lot more demand for people to come in to rework or to fix some of the parts that an AI has found to be flawed.

I did tell security to make sure you stay and watch him pretty closely.

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

We need to build systems that can automatically figure out what's high quality and what's not, and encourage users to contribute high-quality content. There's a lot of technical challenges in that.

In a true zero-defects approach, there are no unimportant items.

Just because nobody complains doesn't mean all parachutes are perfect.

The Homestead plant, taken as a whole, is complete and finished in every department. There is nothing of any consequence to be desired. It is the first time I have ever been connected with any works that I could say it is finished and complete and to my entire satisfaction.

During the work, you have to be sure that you haven't left any holes, that you've captured everything, because afterwards it will be too late.

There are checks and balances in science. There's somebody checking the people doing the science, and then there's somebody who checks the checkers and somebody who checks the checker's checkers.

No organization, whether it's police or physicians or whatever, wants to have its errors held up to the light of day, but it's wrong, as is coming out so well.

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

Xerox is really good at managing documents, and we're definitely good at managing through a process.

Architecture to me is whole. I cannot say I only care about this 25% and the other 75% I let go... it's just I want to work the way I want to work. In my shop, you can order certain things and other things you cannot. They are not available.

I'm grasping with how you do something on a large scale with multiple operations and not have quality decrease.

A failure will not appear until a unit has passed final inspection.

I'm horribly hands-on, I'm afraid. I like to read every caption.

As we were growing retail, and it was a huge growth phase, it was very important to keep our quality under control. Therefore, it was not just distribution, not just back-office operations, but also the risk-management practices. And these we learned together, supported by technology.

We have to keep a very tight check on quality.

With human inspectors, it's difficult to get even the same person to make consistent judgments.

They could find something wrong with every car if they took it apart for a whole day at the R&D center.

My Dad has been on board for the entire project. He has produced Hello' and made sure that everything is just right this time.

It's impossible to have zero defects.

In a small lab, if you make a mistake, you can go in the next day and fix it. But here, when you are committed to spending a hundred thousand or a million dollars, you can't fix it later. You need to have a system of checks and balances internally. In particle physics, that's just part of the structure.

If you work in a certain manner, you don't make mistakes.