|
|
Lean Thinking:
Perfection is like infinity. Trying to envision it (and to get there) is actually impossible, but the effort to do so provides inspiration and direction essential to making process along the path.
|
094 |
|
|
Lean Thinking:
Every step in a value stream can be improved in isolation to good effect.
|
094 |
|
|
Lean Thinking:
…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 |
|
|
Lean Thinking:
…taking the long view, technical virtuosity, and a passionate will to succeed – are essential for any organization making the lean transition.
|
115 |
|
|
Lean Thinking:
…the result by which any business in a market economy must be measured is the ability to make enough profit to renew itself.
|
121 |
|
|
Lean Thinking:
…advances in hard technologies can be useful and in many cases are very important, but they are unlikely to yield more than a fraction of their potential unless they are incorporated in an organization which can make full use of them.
|
148 |
|
|
Lean Thinking:
Good hearing is… needed to ensure that product designs contain what customers want rather than what designers enjoy making.
|
215 |
|
|
Lean Thinking:
Certainly, a management determined to go faster can go faster…
|
230 |
|
|
Lean Thinking:
…customers want to get exactly the product they want exactly when they want it. This is generally immediately.
|
244 |
|
|
Lean Thinking:
The most difficult step is simply to get started by overcoming the inertia present in any brownfield organization.
|
247 |
