Quotes About Efficiency

productividad es el acto de acercar a la empresa a su meta. Las acciones que acercan a una compañía a su meta son productivas. Las acciones que no acercan a la compañía a su meta no son productivas.

Actually, the flow should be a tiny bit less than the demand.

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.

bringing a company closer to its goal. Every action that brings a company closer to its goal is productive. Every action that

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

Ürünün deÄŸerini en baÅŸta pazar belirler" dedi Lou. "Bir ÅŸirket eÄŸer para kazanmak istiyorsa, ürünün deÄŸeri—bizim ona biçtiÄŸimiz fiyatsatt???m?z birim ba??na stoklara yap?lan yat?r?mla toplam iÅŸletme giderlerinin toplam?ndan daha fazla olmal?d?r.

Producing a quality product efficiently: that must be the goal. It sure sounds good. "Quality and efficiency." Those are two nice words. Kind of like "Mom and apple pie.

the goal is to make money, then (putting it in terms Jonah might have used), an action that moves us toward making money is productive. And an action that takes away from making money is non-productive.

Kanban system directs each work center when and what to produce but, more importantly, it directs when not to produce. No card—no production.

Adhering to the flow concept mandates the abolishment of local efficiencies. Ohno addressed this issue again and again in his books, stressing that there is no point in encouraging people to produce if the products are not needed in the very short-term. This emphasis is probably the reason that outside Toyota TPS first became known as Just-in-time production.7

All this is, if I understand it correctly, is a different way of doing the accounting. All employee time—whether it's direct or indirect, idle time or operating time, or whatever—is operational expense, according to Jonah. You're still accounting for it. It's just that his way is simpler, and you don't have to play as many games.

La meta sigue siendo la misma, pero podemos expresarla de otra forma, y que signifique lo mismo que esas dos palabras: "ganar dinero". -Bien

productivity is the act of bringing a company closer to its goal.

We need financial measurements for sure—but we don't need them for their own sake. We need them for two different reasons. One is control; knowing to what extent a company is achieving its goal of making money. The other reason is probably even more important; measurements should induce the parts to do what's good for the organization as a whole.

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

utilizing" a resource means making use of the resource in a way that moves the system toward the goal. "Activating" a resource is like pressing the ON switch of a machine; it runs whether or not there is any benefit to be derived from the work it's doing. So, really, activating a non-bottleneck to its maximum is an act of maximum stupidity.

What my people and I have done is to examine daily the queues in front of the assembly and in front of the bottlenecks— we call them 'buffers.' We check just to be sure that everything that's scheduled to be worked on is there—that there are no 'holes.' We thought that if a new bottleneck pops up it would immediately show up as a hole in at least one of these buffers.

You see, whenever there's a hole in a buffer—and I'm not talking about just the work that's supposed to be done on a given day, but the work for two or three days down the road—we go and check in which work center the materials are stuck.

Increase throughput while simultaneously reducing both inventory and operating expense.

We don't break setups, or light a fire. We just point out to the foreman of that work center which job we would prefer he gets to next.

What you're saying is that making an employee work and profiting from that work are two different things.

The goal of a manufacturing organization is to make money," I say to him. "And everything else we do is a means to achieve the goal." But Jonah doesn't laugh at me. "Very good, Alex. Very good," he says quietly.

Throughput," he says, "is the rate at which the system generates money through sales.

If you produce something, but don't sell it, it's not throughput