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It has run consistently about 6 percent of sales at Sony – and in service.

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We will try to create conditions where persons could come together in a spirit of teamwork, and exercise to their heart’s desire their technological capacity.
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I believe it is a big mistake to think that money is the only way to compensate a person for his work.
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While the United States has been busy creating lawyers, we have been busier creating engineers.
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Of course we have to make a profit, but we have to make a profit over the long haul, not just the short term, and that means we must keep investing in research and development.
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Japanese people tend to be much better adjusted to the notion of work, any kind of work, as honorable.
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We want to keep the company healthy and its employees happy, and we want to keep them on the job and productive.
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My solution to the problem of unleashing creativity is always to set up a target.
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Once you have a staff of prepared, intelligent, and energetic people, the next step is to motivate them to be creative.
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The most important mission for a Japanese manager is to develop a healthy relationship with his employees.
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To create a familylike feeling within the corporation, a feeling that employees and managers share the same fate.
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If we face recession, we should not lay off employees; the company should sacrifice a profit. It’s management’s risk and management’s responsibility.
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If management take the risk of hiring them, we have to take the responsibility for them.
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But if you work with people, sometimes logic often has to take a backseat to understanding.
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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.
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To have any one of these without the others is self defeating in business.
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