Quotes About Efficiency

Live your life by the hour, not by the day. What will you achieve in the next hour?

Simplify, then add lightness.

Do nothing which is of no use.

The more we do, the more we can do; the more busy we are, the more leisure we have.

he de-bugged and de-moused the office ...

Most Business Processes Are 90% Waste and 10% Value-Added Work

We build cars, not intellectuals

Standardization Is the Basis for Continuous Improvement and Quality

The use of a good process that engages people is much more desirable, even if it does not initially achieve all the results.

All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. And we are reducing that time line by removing the non-value-added wastes. (Ohno, 1988)

Andon works only when you teach your employees the importance of bringing problems to the surface so they can be quickly solved.

No matter how many improvements have been made, every process is still full of waste and rife with opportunity to improve.

Figura 5-4. Objetivos «sin compromiso». 1. Alta velocidad, manejabilidad/estabilidad Y AUN ASÍ Una conducción agradable 2. Conducción rápida y suave Y AUN ASÍ Bajo consumo 3. Muy silencioso Y AUN ASÍ Peso ligero 4. Estilo elegante Y AUN ASÍ Gran aerodinámica 5. Acogedor Y AUN ASÍ Interior funcional 6. Gran estabilidad y alta velocidad Y AUN ASÍ Gran valor de CD

They started with no budget and had to justify every cost—and were told that only those costs that were absolutely essential to making product for the customer would be approved.

Plan-Do-Check-Act (PDCA) Cycle, a cornerstone of continuous improvement. The Japanese term for continuous improvement is kaizen and is the process of making incremental improvements, no matter how small, and achieving the lean goal of eliminating all waste that adds cost without adding to value.

It is comforting to believe that if we could only implement the right cells and other lean tools to eliminate waste in the process, we could let it rip and get great results forever . . . or at least for a long time. But processes do not work that way.

This operational excellence is based in part on tools and quality improvement methods

when times are good, the number of administrators (and probably everybody else) expands

Dumping technology on a problem is rarely an effective solution.

workplaces are primarily instrumental, calculative settings largely free of moral sentiments and even normative constraints.

Indirect costs from things such as disengagement, being physically present but not feeling well enough to do one's best, and being distracted by stress are typically estimated to be about five times as large as the direct medical costs, an issue I return to toward the end of this chapter.

Honda has been successful because it is, above all, a company that focuses on doing one thing well—making engines that last a long time for cars, motorcycles, and so-called power products like lawn mowers, generators, snowblowers, and weed or garden trimmers.

To create success in your business, you have to protect your capacity to serve others by learning to work efficiently and effectively.

The purpose of schools in America is not for people to learn anything, it's to make them obedient, trained animals for a more efficient work force.