Quotes About Efficiency

An Economic Model for Lean W

When teams are asked to work together to analyze problems and design solutions, the quality is higher.

Prioritization is rightly the job of the business sector, not the technology organization, and so should not be within a technical manager's remit. Unfortunately, it is commonplace for business management to abdicate that responsibility and leave a technical manager to prioritize the work—and

how do you identify wasteful transaction costs or coordination activities? I believe that you ask yourself, "If this activity is truly value-adding, would we do more of it?" When

It appears evident that, for the average team, insisting on writing tests first, before functional coding, improves quality.

Donald Wheeler and Donald Reinertsen on variability and queuing;

Since NTs are naturally disinterested in tradition and custom, it should be no surprise that they readily abandon the customary for the workable.

One survival technique is a lack of wastefulness; the African puts everything to use.

He can barely stand it when he wastes his own time; for someone else to waste it is unconscionable.

He is well satisfied with his accommodation, which provides all modern amenities in a compact and convenient form, and leaves him the maximum amount of time free for his work. How much time people waste in walking from one room to another.... Space is time.

If you want to get one hour of good painting in, you have to have four hours of uninterrupted time.

She knew what my mother did not: either you want a clean floor or you want to use a mop, but you can't have both.

isn't that technology's job? To lighten our burden? To broaden our horizons? To make it possible to talk to your attorney and listen to a Styx album and check the obituaries in the town where your parents continue to live and videotape a race riot and send a text message and stun someone into submission all at the same time?

If something is written in your native language and it's taking you half a year to get through it, unless you're being paid by the hour to read it, I'd say there's a problem.

He set in place a system whereby every area of performance was explored. The idea was that if small percentage improvements were made in numerous areas – diet, psychology, aerodynamics, ergonomics – the cumulative improvement would be substantial. In a nutshell, if you did every little thing right then almost without noticing you could achieve something big.

if we're so good at helping companies strengthen their products, services and brands, then why are we so poor at applying the same deliberate choreography to our own business operations?

Let us hope the time will come when language is most efficiently used where it is being most efficiently misused.

Delivering good software today is often better than perfect software tomorrow, so finish things and ship.

only counts in horseshoes, hand grenades, and tactical nuclear weapons

I see you're closer to on time than usual!

you can't waste resources reinforcing failure Ã¢â'¬Â¦

fast courier vessel.

The best-performing firms make a narrow range of products very well. The best firms' products also use up to 50 percent fewer parts than those made by their less successful rivals. Fewer parts means a faster, simpler (and usually cheaper) manufacturing process. Fewer parts means less to go wrong; quality comes built in. And although the best companies need fewer workers to look after quality control, they also have fewer defects and generate less waste.

Or as Dieter Rams, head of design at Braun, maintains, "Good design is as little design as possible.