New product and new types of service are generated, not by asking the consumer, but by knowledge, imagination, innovation, risk, trial and error on the part of the producer, backed by enough capital to develop the product or service and to stay in business during the lean months of introduction.
American management thinks that they can just copy from Japan—but they don’t know what to copy!
No defects, no jobs. Absence of defects does not necessarily build business… Something more is required.
No one can measure the loss of business that may arise from a defective item that goes out to a customer.
Profit in business comes from repeat customers, customers that boast about your product and service, and that bring friends with them.
The consumer is the most important point on the production-line.
It is not necessary to change. Survival is not mandatory.
Does the customer invent new product or service? The customer generates nothing. No customer asked for electric lights. There was gas and gas mantles, which gave good light. The first electric lights had carbon filaments. They were fragile and inefficient. No customer asked for photography. No customer asked for the telegraph, nor for a telephone. No customer asked for an automobile. We have horses: what could be better’? No customer asked for pneumatic tires. Tires are made of rubber. It is silly to think of riding on air. The first pneumatic tires in the United States were not good. The user had to carry with him rubber cement, plugs, and a pump, and know how to use them.
The aim proposed here for any organization is for everybody to gain - stockholders, employees, suppliers, customers, community, the environment - over the long term.