Carl, you are a veritable encyclopedia! I am familiar with Juran, not with Gorham, so that looks like fine reading! At GE, I had been exposed to Six Sigma, which was something that worked very well for Motorola. The downside is that management started drinking too much Kool-Aid and everyone was doing "green belt" projects - no one did any real work!! There's certainly pros/cons. I am with both you and Bob on the Quality thing between Nissan and Toyota. This is why I always refer back to Deming et al - Quality is a holistic "thing" - it's not simply lowered defects, it's part of the end-to-end lifecycle and processes, including the customer experience. While Japan, Inc. certainly has the product quality down pat, the Achilles Heel still remains the customer experience. Toyota is on such a roll that products practically sell themselves - but has anyone purchased a Toyota in the past 10-15 years? I won't say this is a blanket statement, but the process is so bad, I have literally walked out of a Toyota dealership cursing up a storm. Nissan can stay in the game with designing good products from a desirability perspective. Their product quality has been deficient since Renault has taken over. They COULD minimize that perception by improving the customer buying experience - strategically, that's Toyota (and Honda's) weakest point. I'll supplement the requested reading library - "Well Made in America: Lessons from Harley-Davidson on Being the Best" by Peter Reid. It's the story of Harley from the management buyout from AMF to it's ultimate success in the Motorcycle industry. One of the focus areas for Harley was the customer experience. They knew that product quality improvements would take time, but they could sway perceptions by making the dealerships "user friendly". They strong-armed the dealers, and those that didn't cooperate were disassociated from HD. Back then, you'd walk into a dealer that catered more to the Biker Gang crowd. Today, all showrooms are well lit, airy, friendly, etc. In my line of work, it's easy to forget that quality does not stop once product is in the channel. It's carried through all the way to the customer - something many vehicle manufacturers are forgetting in this day and age.