|
|
Reset:
There are unmistakable areas for improvement… that we’ll never unlock unless we go and see the work.
|
018 |
|
|
Reset:
Before you strain yourself to budge a boulder, it’s worth asking: Are you targeting the right boulder?
|
027 |
|
|
Reset:
We can get so fixated on a goal that we miss the bigger picture.
|
027 |
|
|
Reset:
Achieving clarity on the way forward is not an incremental victory. It is transformative. It can mean the difference between stuck and unstuck.
|
033 |
|
|
Reset:
Averages are great for monitoring, but terrible for diagnosis.
|
043 |
|
|
Reset:
By studying bright spots, we can identify the circumstances that allow us to succeed.
|
049 |
|
|
Reset:
…even as you improve your operations, the constraint never goes away. As one area gets better, the constraint shifts elsewhere.
|
066 |
|
|
Reset:
What’s counterintuitive about constraints is that even smart-seeming investments can be worthless at improving the operations of a system if they don’t address the constraint.
|
066 |
|
|
Reset:
When you know where you’re headed and understand what’s keeping you from getting there, you can overcome that constraint and chart a better path forward.
|
074 |
|
|
Reset:
The key move in mapping the system is to ascend above the silos: the individual units or departments within a larger organization.
|
085 |
