|
|
Lean Thinking:
…you usually don’t need to play brilliant hunches or score dramatic product breakthroughs to succeed.
|
302 |
|
|
Lean Thinking:
Revolutionaries are often poor managers of the new order once it is put in place.
|
314 |
|
|
Lean Thinking:
No organization has ever undergone dramatic and comprehensive change without someone somewhere, softly or in a loud voice, taking the lead.
|
314 |
|
|
Lean Thinking:
For a crisis to be useful, leadership and knowledge must lead to decisive action on the tough issues of excess assets, wrong locations, and excess people.
|
315 |
|
|
Lean Thinking:
…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 |
|
|
Lean Thinking:
Most managers accept the intellectual proposition that improvement is never finished.
|
323 |
|
|
Lean Thinking:
It really is possible to continue improvements indefinitely for the same value stream.
|
326 |
|
|
Lean Thinking:
Old conflicts will always give way to new in any organization as long as it is growing or faces resource constraints.
|
326 |
|
|
Lean Thinking:
A value creation system must be flexible and responsive because forecasts are always wrong.
|
326 |
|
|
Lean Thinking:
…recessions are precious things because they shake conventional wisdom, even complacent lean wisdom, and motivate managers to make hard choices.
|
336 |
