Tricia Griffith Quotes

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

Inspection with the aim of finding the bad ones and throwing them out is too late, ineffective, and costly. Quality comes not from inspection but from improvement of the process.

I think it's very important to have a feedback loop, where you're constantly thinking about what you've done and how you could be doing it better.

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

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.

Benchmarking is an ongoing exercise in any company that aspires for leadership.

Detect and fix any problem in a production process at the lowest stage possible.

Quality comes not from inspection, but from improvement of the production process.

For much of Toyota's history, we have ensured the quality and reliability of our vehicles by placing a device called an andon cord on every production line - and empowering any team member to halt production if there's an assembly problem. Only when the problem is resolved does the line begin to move again.

We got to this point by constantly perfecting our products.

Quality has to be caused, not controlled.

There are always lessons that can be learned from another manufacturer. You can learn from their successes and from their mistakes also. But you cannot replicate; you can only learn.

Every time I make a mistake with a company, I write it out and try to figure out why it happened.

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

To measure is to know. If you can not measure it, you can not improve it.

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

You look at another team's style and how they do it, and you just want to understand how they're doing it and see if you can learn something and maybe implement it into what your team does.

An exceptional company is the one that gets all the little details right. And the people out on the front line, they know when things are not going right, and they know when things need to be improved. And if you listen to them, you can soon improve all those niggly things which turns an average company into an exceptional company.

If someone comes and tells me I've done great work, that's not what I want to hear. But if someone comes and tells me that this could have been a notch better, I'd spend an hour with the person and hear him or her out.

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.

I was always trying to get people to fix things that are wrong. Now, it was, 'How do I make things that are going good go better?

It's impossible to have zero defects.

In any business, there are facilities that excel at what they do and others that need improvement and further training.

We have to constantly be looking to improve.

I'm not worried about good numbers or bad numbers. You worry about the process.