 |
…lean enterprises must continually revisit the value question with their product teams to ask if they have really got the best answer.
|
035 |
 |
…it’s hard for most managers to even see the flow of value and, therefore, to grasp the value of flow.
|
052 |
 |
…work in an organization where value is made to flow continuously also creates the conditions for psychological flow.
|
065 |
 |
Every step in a value stream can be improved in isolation to good effect.
|
094 |
 |
…in order to form a view… of what perfection would be, value stream managers need to apply the four lean principles of value specification, value stream identification, flow, and pull.
|
094 |
 |
…what primary workers and front-line managers typically don’t understand is how to think horizontally about the total flow of value and how to pull it.
|
264 |
 |
The conventional idea of a career progressing up a ladder toward general management, with more and more direct reports, now needs replacement because the value stream doesn’t benefit.
|
279 |
 |
…the value stream manager develops the vision for the product, determines the Current State of the value stream, and then envisions the Future State.
|
321 |
 |
It really is possible to continue improvements indefinitely for the same value stream.
|
326 |
 |
A value creation system must be flexible and responsive because forecasts are always wrong.
|
326 |
