Karen Katz Quotes

I remember very clearly at the first budget review having a pretty direct conversation with the head of manufacturing... We began to get huge improvements in productivity and responsiveness. I got a chance to see that firsthand.

When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'

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.

Unlike the objective of far too many companies, manufacturing is not about a quick 'exit.' It is centered on long-term value creation.

The key to Operations at Wal-Mart is their ability to maintain the highest standards while at the same time getting things done with lockstep execution.

There are limits to what reorganization and reform can do.

We have to address impediments that stall implementation of projects and streamline the process to ensure smooth execution going forward. We need to address the leverage levels among corporates to restart investment cycle.

We know Donald Trump wants to hit his goals ahead of time, and under budget.

Most companies don't have the luxury of focusing exclusively on innovation. They have to innovate while stamping out zillions of widgets or processing billions of transactions.

What I learned from Rockefeller that's off-the-hook important is: You need to know exactly where you stand in a business at all times. Measure everything, because everything that is measured and watched improves.

And ours is a business that requires discipline and focus.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

It's just really hard to work and get better, building and planning for the future with the new Monte Carlo and keeping the race team intact and keeping them healthy.

The flakier your mission, the fiercer you have to be on the business side.

Profitability is coming from productivity, efficiency, management, austerity, and the way to manage the business.

If you can provide the funding and you get the leadership, you'll have a competitive team.

The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.

I feel like we're a very good top-10 car, but we really have to work hard and find a unique way to get these top fives.

I have spent my career making a difference with underperforming assets.

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

About half my time is spent on business operation type stuff.

I want to take TSA to the next level.

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.

That is what we know how to do better than anyone else: We know how to maximize value for our projects. If the government would like to hire my services to maximize value for their stake, they should approach me. No problem.

Our entire team is focused on managing this company for value - fixing or eliminating those operations that lessen value and expanding or adding those that enhance value.