“Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.”

We want everybody to have the best facilities in which to work, but we do not believe in posh and impressive private offices.

If management take the risk of hiring them, we have to take the responsibility for them.

The “patron saint” of Japanese quality control, ironically, is an American named W. Edwards Deming, who was virtually unknown in his own country until his ideas of quality control began to make such a big impact on Japanese companies.

We don’t believe in market research for a new product unknown to the public. So we never do any.

My solution to the problem of unleashing creativity is always to set up a target.

If we do our best and make efforts, a peaceful and great future will become ours without fail.

I believe it is a big mistake to think that money is the only way to compensate a person for his work.

A company will get nowhere if all of the thinking is left to management.

We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.

To have any one of these without the others is self defeating in business.

Amenities are not of great concern to management in Japan.

I knew we needed a weapon to break through to the US market, and it had to be something different, something that nobody else was making.

I established the rule that once we hire an employee, his school records are a matter of the past and are no longer used to evaluate his work or decide on his promotion.

While the United States has been busy creating lawyers, we have been busier creating engineers.

America looks 10 minutes ahead; Japan looks 10 years.

We treat employees as a member of the family.