 |
Leaders at all levels should become coaches for their teams on continuous improvement and be coached themselves.
|
110 |
 |
In traditional organizations, flow efficiency is typically 10% or less; work really does wait for 90% of the time. This is where significant improvements can be made.
|
111 |
 |
The focus should be on improving the outcomes… If it helps, great. If not, continue to experiment and optimize.
|
119 |
 |
People should be encouraged and inspired to challenge the status quo is a safe-to-fail environment without fear of reprisal.
|
128 |
 |
…be the change that you wish to see.The leadership team is team number one. Be a leader rather than a manager or commander.
|
151 |
 |
In reality there is no such thing as a failed experiment. There is only learning.
|
151 |
 |
Activity should not be mistaken for achievement.
|
174 |
 |
Spend time breaking those dependencies rather than just managing them.
|
184 |
 |
Tools can only hope to support the skills, culture, and flow, and at best encourage them.
|
262 |
 |
Regardless of what is being measured, measure the work not the worker and focus on the trend over time rather than the absolute, as contexts vary.
|
274 |
