|
|
Lean Thinking:
…we all need to fight departmentalized, batch thinking because tasks can almost always be accomplished much more efficiently and accurately when the product is worked on continuously from raw material to finished good.
|
022 |
|
|
Lean Thinking:
…every firm needs to be searching for fundamentally new capabilities that will permit them to create value in unimagined dimensions…
|
032 |
|
|
Lean Thinking:
…lean enterprises must continually revisit the value question with their product teams to ask if they have really got the best answer.
|
035 |
|
|
Lean Thinking:
To hell with your competitors; compete against perfection by identifying all activities that are muda and eliminating them.
|
049 |
|
|
Lean Thinking:
…it’s hard for most managers to even see the flow of value and, therefore, to grasp the value of flow.
|
052 |
|
|
Lean Thinking:
The lean approach is to create truly dedicated product teams with all the skills needed…
|
054 |
|
|
Lean Thinking:
By design, flow systems have an everything-works-or-nothing-works quality which must be respected and anticipated.
|
060 |
|
|
Lean Thinking:
…work in an organization where value is made to flow continuously also creates the conditions for psychological flow.
|
065 |
|
|
Lean Thinking:
The ability to get parts resupplied very quickly from the next level of the system… is always the secret to reducing total inventories in a complex production and supply stream.
|
079 |
|
|
Lean Thinking:
Paradoxically, no picture of perfection can be perfect.
|
094 |
