Book Titles

…as you right-size your tools, it will become apparent that a large fraction of your people and tools can be dedicated to specific product families.

…in a learn world there is no end to improvement: Jobs are always being eliminated in specific activities.

It’s critical to get your employees to understand at the outset that no level of performance is ever good enough, and that there is always room for improvement.

…it’s not acceptable to do nothing to improve your operations on the grounds that the risk of failure is too high.

…the primary incentive for working in a lean system is that the work itself provides positive feedback and a psychological sense of flow.

…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.

Over time, the investment in training can only be directly connected to the resulting improvements in the business.

…managers must become coaches rather than tyrants and employees become proactive.

…a growing fraction of managers seem to understand that real change and building a solid foundation simply take time.

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.