Quotes About Process

Obviously consumption-goods, taken as a whole, have in this sense the longest period of production, since of every productive process they constitute the last stage. Thus if the first impulse towards the increase in effective demand comes from an increase in consumption, the initial elasticity of employment will be further below its eventual equilibrium-level than if the impulse comes from an increase in investment. Moreover,

By a continuing process of inflation governments can confiscate, secretly and unobserved, an important part of the wealth of their citizens . . . The process engages all the hidden forces of economic law on the side of destruction, and it does it in a manner which not one man in a million is able to diagnose

The important thing is to learn a lesson every time you lose. Life is a learning process and you have to try to learn what's best for you. Let me tell you, life is not fun when you're banging your head against a brick wall all the time.

If sales managers hire C-grade players and do everything else perfectly—onboarding, training, developing, and maintaining a great sales process—that team will still have a difficult time becoming the number one sales force. However, if you hire only grade A players and do everything else average, the A players will help you find a way to win.

Stop confusing activities with accomplishment. Stop pushing reps to rush through the sales process. Master the customer conversation with specific personas and use cases. Understand how to sell business value, using a repeatable process. Learn to qualify deal advancement issues in account situations. Coach reps on how to control an opportunity. Understand how to forecast accurately.

Instead of tracking meaningful indicators of deal advancement and tangible sales process results, they only kept track of activity KPIs such as: Number of calls Number of emails sent Number of video introductions Number of POCs

Satisfaction was not to be gained from finishing the task; satisfaction was to be gained from the process.

Organizing is a process; an organization is the result of that process.

Somewhere in the scientific method lies the answer for the needed management techniques. It is obvious.

organization?" he asks. "The goal is to produce products as efficiently as we can," I tell him. "Wrong," says Jonah. "That's not it. What is the real goal?

We need a process," he says. "That's obvious. It's too bad that the five-step process that we developed turned out to be false. No . . . Wait a minute Alex, that's not the case. At the end, the problem was not wandering bottlenecks. It was insufficient protection for the existing bottlenecks. Maybe we can use that five-step process?

La máxima desviación de una operación precedente pasara a ser el punto inicial de la operación siguiente.

Balance flow, not capacity.

You mean make them into non-bottlenecks," says Stacey. "No," he says. "Absolutely not. The bottlenecks stay bottlenecks. What we must do is find enough capacity for the bottlenecks to become more equal to demand.

If you don't manufacture a quality product all you've got at the end is a bunch of expensive mistakes.

Five Focusing Steps 1. IDENTIFY the system's constraint. 2. Decide how to EXPLOIT the system's constraint. 3. SUBORDINATE everything else to the above decisions. 4. ELEVATE the system's constraint. 5. If in the previous steps a constraint has been broken Go back to step 1, but do not allow inertia to cause a system constraint.

You forced us to view production as a means to satisfy sales. I want to change the role production is playing in getting sales.

First, make sure the bottlenecks' time is not wasted," he says. "How is the time of a bottleneck wasted? One way is for it to be sitting idle during a lunch break. Another is for it to be processing parts which are already defective—or which will become defective through a careless worker or poor process control. A third way to waste a bottleneck's time is to make it work on parts you don't need.

If we cut our batch sizes in half, then I guess that at any one time we'd have half the work-in-process on the floor. I guess that means we'd only need half the investment in work-in-process to keep the plant working. If we could work it out with our vendors, we could conceivably cut all our inventories in half, and by cutting our inventories in half, we reduce the amount of cash tied up at any one time, which eases the pressure on cash flow.

Eighty percent of your products require at least one part from a bottleneck. What are you going to substitute for the bottleneck part that hasn't shown up yet?" Bob scratches his head and says, "Oh, yeah . . . I forgot." "So if we can't assemble," says Stacey, "we get piles of inventory again. Only this time the excess inventory doesn't accumulate in front of a bottleneck; it stacks up in front of final assembly.

We think of forgiveness as a thing. An incident. A choice. But forgiveness is a process. A long, exhausting process. A series of choices that we have to make over, and over, and over again.

You blank your mind and let the words come out, crisp and even. You don't think about what they mean, and you sure as hell don't about what you're saying.

There was no grand design behind any of it: just a series of fumbling attempts to do something.

The cast had to come off before she could attempt a sculpture of her prey.