Top 100

Top 10 Jon Miller Quotes (2024 Update)

Jon Miller Quote: “The frequency of leadership going to the gemba is inversely proportional to the number of walls separating them from the gemba.”
Jon Miller Quote: “Sometimes the best kaizen is no kaizen at all.”
Jon Miller Quote: “Business is about profit, yes, and it is about more than profit. At its best, it is about expanding the possibilities of humanity.”
Jon Miller Quote: “Things happen in baseball, even if, in theory, it’s something you don’t do. Stats are a tool, but it doesn’t mean that’s how a game is being played at that moment. There’s more than one way to win a game, or have a winning team.”
Jon Miller Quote: “When you use the term ‘cost per lead’ you make marketing a cost center. Instead say ‘investment per lead.’”
Jon Miller Quote: “The Giants have won. They have won the World Series for the third time in five years. And Madison Bumgarner has firmly etched his name on the all-time World Series record books as one of the greatest World Series pitchers the game has ever seen.”
Jon Miller Quote: “As it is for a person, so it is for a company: having a sense of purpose is invigorating and motivating.”
Jon Miller Quote: “Every once in a while you ought to kiss a young lady. And every once in a while you ought to kiss a young lady for a while.”
Jon Miller Quote: “We wrote our first blog post before we wrote our first line of code.”
Jon Miller Quote: “When kaizen events are designed with the purpose of only improving processes or driving financial savings but not challenging people to develop their skills, kaizen becomes noninfectious.”
Jon Miller Quote: “To an extent, we get the big businesses we deserve. No conversation about the role of business in society is complete without considering the role of the public. Ultimately it is the public – as consumers, as citizens – who create the environment in which business operates.”
Jon Miller Quote: “To change the culture leaders must make it clear that if a team member does make a medication error, it’s a process problem, not a people problem. Our job as managers and leaders is to redesign the process that delivered the defect. The culture changes when the leaders focus on the process and quit blaming the people.”
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