Quotes About Efficiency

If I'm right -- and I know that you know I right -- I'm not going to continue going back and forth with you about it. Why should I waste time arguing with idiots?

Will an hour be enough?" An hour implied that I needed a lot of help. "I'll see what I can do," I said coolly. I was ready in twenty minutes.

Since I've been on my own, I've been eating a lot of popcorn, cereal, instant noodles, and snack bars. I have a hot plate in my bedroom, a microwave, and a small fridge. That's the kind of kitchen I know how to get around in.

If you already know the answer, Ms. Lane, don't waste my time. You just wasted a month of it." -Barrons

They're called shortcuts for a reason. The shorter they are, the more they usually cut. Nothing is without price.

Wrong on that score. And efficiency is no guarantee of survival. Nor is intellect. What it takes to be the last one standing is an unquenchable hunger to live. He who wants it the most wins. It takes fire, willingness to burn down to your motherfucking core.

There aren't many crimes in my book. Not many sins either. But top on both of those lists is killing time. Have fun with it, make something cool, play video games, work hard if you feel like it, but do something. Killed time is an abortion, life that never gets lived, gone, just gone.

Immediacy is efficiency.

The results of taking on too much is that nothing gets done. Or it doesn't get done well.

the most powerful metric we've seen for analyzing processes in office, service, and knowledge work environments: percent complete and accurate (%C&A)

experiencing fewer problems and frustrations in their day-to-day work, the work force will become even more engaged in the improvement process

stay balanced and beware: don't let the team succumb to analysis paralysis

Freed capacity is the result of process time reduction through the elimination of wasteful activities and/or optimizing work.

designing the ability to operate with fewer customer complaints, less firefighting, and reduced interdepartmental tension brings tremendous hope to leaders and their staffs who may be feeling the pressure from an underperforming value stream.

Value stream improvement requires strong team-player mindsets and mapping team members who are comfortable designing for the greater good.

Removing work effort may require the team to eliminate not merely the work activities, but also the need for that effort.

The inclination to jump into the weeds and design micro-level improvements before the entire work system - the macro picture- is fully understood, is a key contributor to suboptimization.

I bet you make lists. I bet you get up every freaking morning and write down everything you have to do for the day and check it off when it's done. I bet you set aside a certain time to return phone calls. I bet your closet is organized by color. I bet your bookshelves are alphabetized

We've all got limits on our energy, time, and attention. Why not place our focus on the situations and issues where we can move the needle?

Separate organizations with related software needs often find themselves duplicating effort, either by redundantly writing similar code in-house, or by purchasing similar products from proprietary vendors. When they realize what's going on, the organizations may pool their resources and create (or join) an open source project tailored to their needs. The advantages are obvious: the costs of development are divided, but the benefits accrue to all.

But as we ascend to animals of high types, having faculties more efficient and more numerous, we begin to find that time and strength are not wholly absorbed in providing for immediate needs.

Hate must make a man productive. Otherwise one might as well love.

Hate must make a person productive; otherwise one might as well love.

There is no need for ants to have the ability to fly