Quotes About Inventory

Once the somebody is already on the payroll, it doesn't cost us any more to have him be idle. Whether somebody produces parts or waits a few minutes doesn't increase our operating expense. But excess inventory . . . now that ties up a lot of money.

I say, "So the bottom line is this: to give the robots more to do, we released more materials." "Which, in turn, increased inventories," says Stacey. "Which has increased our costs," I add. "But the cost of those parts went down," says Lou. "Did it?" I ask. "What about the added carrying cost of inventory? That's operational expense. And if that went up, how could the cost of parts go down?

A major constraint here in your system is this machine," says Jonah. "When you make a non-bottleneck do more work than this machine, you are not increasing productivity. On the contrary, you are doing exactly the opposite. You are creating excess inventory, which is against the goal.

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.

Throughput is the money coming in. Inventory is the money currently inside the system. And operational expense is the money we have to pay out to make throughput happen. One measurement for the incoming money, one for the money still stuck inside, and one for the money going out.

For Adam Smith, our moral life, as well as our cultural life, is a matter of imagination. The richer the inventory of objects for its diversion, and the deeper our own fellow feeling, the happier we become, but also the more we can perceive happiness in others.

One of the realities of fresh and perishable food is if you don't sell it, you throw it away or give it away.

I think there are stores laid up in our human nature that our understandings can make no complete inventory of.

Our ancestors had a highly developed appreciation of the value of condiments. In a Salem inventory at a somewhat later date appear salt, pepper, ginger, cloves, mace, cinnamon, nutmegs, and allspice.

In a company, you buy thousands of things. Every item you buy has its own footprint.

Strapped by tight credit and plummeting sales, businesses have overhauled the way they manage supply chains, inventory, production practices and staffing.

There are plenty of things in vaults that didn't sell in its time. So much stuff. But slowly these companies start to get a hint that these things have some value.

checked the bins in the holy relic workshop

The starting-point of critical elaboration is the consciousness of what one really is, and is "knowing thyself" as a product of the historical process to date which has deposited in you an infinity of traces, without leaving an inventory. The first thing to do is to make such an inventory.

As soon as your physical space is clear, you'll have to address the energy suckers. Take an inventory of where you're stuck, and don't get discouraged. Notice all the negative attitudes, resentments, dramas, and old vendettas you carry and write them down.

catalogue raisonné

Describe your street. Describe another street. Compare. Make an inventory of your pockets, of your bag. Ask yourself about the provenance, the use, what will become of each of the objects you take out. Question your tea spoons. What is there under your wallpaper? How many movements does it take to dial a phone number? Why? Why don't you find cigarettes in grocery stores? Why not?

If the system should not need parts now, the worker should not produce because you are just absorbing instead of producing.

There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.

We had bought two dozen capsules on Friday.

In traditional mass production, the way to avoid stockouts—not having the product the customer wants—is to keep a large inventory of spares just in case.

But large inventories are expensive because they have to be transported, stored, and tracked.

Lean production solves the problem of stockouts with a technique called pull.

When companies switch to this kind of production, their warehouses immediately shrink, as the amount of just-in-case inventory [called work-in-progress (WIP) inventory] is reduced dramatically. This almost magical shrinkage of WIP is where lean manufacturing gets its name. It's as if the whole supply chain suddenly went on a diet.