Operational Excellence Quotes

I think my biggest achievement was being part of a team of outstanding, entrepreneurial military leaders and civilians who helped change the way in which America fights by transforming a global special operations task force - Task Force 714 - that I commanded.

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

If there was one formula for our success,it was that we were constantly studying how to make things work,or how to make them work better.

The breadth and scale of the capabilities we provide end-to-end across strategy, consulting, digital, technology, and operations are absolutely unique in the marketplace. And this is why Accenture remains the partner of choice for the world's leading companies in executing large-scale transformation programs.

A lot of people think if you just had more process and more compliance -- checks and doublechecks and so forth -- you could create a better result in the world. Well, Berkshire has had practically no process. We had hardly any internal auditing until they forced it on us. We just try to operate in a seamless web of deserved trust and be careful whom we trust.

The way to have a company that executes well is you have to execute well yourself.

The best machinery in the world has to be handled by intelligent people.

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

I think of digital as a means to an end: How do I service and get more loyal customers, how do I achieve operational excellence, and how do I change my culture?

We are really pleased with our revenues but our goal isn't to make money. It sounds a little flippant, but it's the truth. Our goal and what makes us excited is to make great products. If we are successful people will like them and if we are operationally competent, we will make money.

The People's Liberation Army should play the role of shock troops, overcoming fatigue and sharpening vigilance to make new contributions.

Organizational health is the single greatest competitive advantage in any business.

Organizations are successful because of good implementation,not good business plans.

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

I'm able to bring business expertise but, more importantly, operating experience. The people here at Google are young. Every day there are lots of new challenges. I keep things focused. The speech I give everyday is: "This is what we do. Is what you are doing consistent with that, and does it change the world?"

Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.

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

Many Western nations have made significant gains through automation and operational excellence, while emerging markets rely on ever-increasing numbers of workers. Each will improve their competitive position only by examining every element of operations to make existing resources more efficient and to deliver real value at lower cost.

First and most obvious, bring out the three old warhorses of competition - cost, quality, and service - and drive them to new levels, making every person in the organization see them for what they are, a matter of survival.

In this age, I don't care how tactically or operationally brilliant you are: if you cannot create harmony - even vicious harmony - on the battlefield based on trust across service lines, across coalition and national lines, and across civilian/military lines, you need to go home, because your leadership is obsolete.

Here is the prime condition of success: Concentrate your energy, thought and capital exclusively upon the business in which you are engaged. Having begun on one line, resolve to fight it out on that line, to lead in it, adopt every improvement, have the best machinery, and know the most about it.

Simplify the task. Continually look for faster, better, easier ways to get the job done.

I've found that entrepreneurial success usually comes through great execution, simply by doing a superior job of doing the blocking and tackling.

You need to have a culture where people have very high quality standards in everything the company does, but still move quickly.

There is a higher degree of operational excellence and rigor demanded of Stripe than of most companies.