Quotes About Efficiency

early is on time, on time is late, and late is unacceptable!

One study calculated that people spend 3,680 hours in their lifetime looking for lost items, which works out to 150 twenty-four-hour days.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer' anything else is waste.

As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.

The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time.

Peter Drucker said, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."2

It is insufficient to exhort workers to try harder. Our current problems are caused by trying too hard—at the wrong things.

I call this building an adaptive organization, one that automatically adjusts its process and performance to current conditions.

If we stopped wasting people's time, what would they do with it?

Lean thinking defines value as providing benefit to the customer; anything else is waste. In

Toyota discovered that small batches made their factories more efficient. In contrast, in the Lean Startup the goal is not to produce more stuff efficiently. It is to-as quickly as possible-learn how to build a sustainable business.

There is a reason all past management revolutions have been led by engineers: management is human systems engineering.

This is one of the most important discoveries of the lean manufacturing movement: you cannot trade quality for time. If you are causing (or missing) quality problems now, the resulting defects will slow you down later.

Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently.

No es suficiente con pedir a los traabajadores que se esfuercen más. Nuestros problemas actuales están provocados por esforzarnos demasiado en las cosas equivocadas

The one envelope at a time approach is called "single-piece flow

A transformação contínua – a capacidade de uma organização para testar e aprender com experiências relacionadas à sua própria estrutura e a seus processos, promovendo, por toda a empresa, as melhores técnicas comprovadas, limitando ou descartando o resto – é o que dará a essa organização a capacidade de prosperar na era moderna.

They will ask to go back to the old way of working, in which they had the opportunity to "stay efficient" by working in larger batches and passing work between departments.

Most important, teams working in this system begin to measure their productivity according to validated learning, not in terms of the production of new features.

Every extra feature is a form of waste, and if we delay the test for these extra features, it comes with a tremendous potential cost in terms of learning and cycle time.

The Toyota Way

Learning to see waste and then systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries.

Stop production so that production never has to stop.

Como dicen en la teoría de sistemas, lo que optimiza una parte del sistema necesariamente debilita el sistema en su conjunto.)