Connie Sellecca Quotes

My sweet spot is figuring out how to make a product that people love and how to refine it to make them love it more. All the rest is business noise.

I look at each day as a chance to move one notch above yesterday - whether it's in service quality, delivery, speed, or any other aspect of the business.

We have to constantly be looking to improve.

Excellent firms don't believe in excellence - only in constant improvement and constant change.

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.

Fixing mistakes is one thing. Apple's bigger strength has been its ability to keep improving hit products.

As CEO of Cold Stone Creamery, we used a concept called 'search and reapply,' which meant that if we found better ways of doing something, then we would do it.

From the early days, Booking.com has been disruptive. Our aim is to create the best product for our customers, and we do that through constant innovation and testing.

That's the way it should be: there has to be a drive to constantly improve.

It doesn't matter what product or service you're offering; there is unlimited ability to improve the quality of anything.

We may have a perfectly adequate way of doing something, but that does not mean there cannot be a better way. So we set out to find an alternative way. This is the basis of any improvement that is not fault correction or problem solving.

If you're going to build a lean enterprise, you can test and measure how often the company ships iterations, how often it fails, how often it is putting things in front of people that don't work.

It took us three years to build the NeXT computer. If we'd given customers what they said they wanted, we'd have built a computer they'd have been happy with a year after we spoke to them - not something they'd want now.

Almost all quality improvement comes via simplification of design, manufacturing... layout, processes, and procedures.

Strive for continuous improvement, instead of perfection.

I don't want to do anything and everything. I want to be a brand that, every time I leverage my name, I want people to feel sure that it's going to be something good - so whether it be my movies, my perfume, my restaurant, my musical, it'll be good work, good food and good everything.

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.

To worship the product and ignore its development leads to dilettantism and reaction.

I think that building any product that has a lot of user loyalty is a bit like making a sequel to a great movie or video game - people generally want 'more of the same thing, except better and different.'

The ability of a successful company to add functionality to its product has long been upheld.

I think the biggest challenge over time is that we stay creative and making sure that we continue to launch awesome products that people love.

Impact is just always improving at all angles. There is a lot of creativity and thought that goes into everything.

Quality will save our company.

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