Quotes About Optimization

We should forget about small efficiencies, say about 97% of the time: premature optimization is the root of all evil. Yet we should not pass up our opportunities in that critical 3%

If you want more effective programmers, you will discover that they should not waste their time debugging, they should not introduce the bugs to start with.

If we can measure it, we can do it faster. If we can put it in a manual, we can outsource it. If we can outsource it, we can get it cheaper.

The business model should be such that the employees needed possess the lowest possible level of skill necessary to fulfill the functions for which each is intended.

workers into machines. If we can measure it, we can do it faster. If we can put it in a manual, we can outsource it. If we can outsource it, we can get it cheaper.

The linear-programming was - and is - perhaps the single most important real-life problem.

To an economist, no action is really a mistake, it's just an optimal answer to a different question.

Do you realize that the only way you can create excess inventories is by having excess manpower?" he says. I think about it. After a minute, I have to conclude he's right; machines don't set up and run themselves. People had to create the excess inventory.

A plant in which everyone is working all the time is very inefficient.

am suggesting that you question how you are managing the capacity of your plant.

Henry Ford achieved the highest throughput per worker of any car manufacturing company of his time.

organization?" he asks. "The goal is to produce products as efficiently as we can," I tell him. "Wrong," says Jonah. "That's not it. What is the real goal?

En todos lados, el mejoramiento ha sido interpretado como sinónimo de ahorro en costos. La gente se concentra en reducir el gasto de operación como si fuera el indicador mas importante.

the best thing to do would be to reorganize everything so the resource with the least capacity would be first in the routings. All other resources would have gradual increases in capacity to make up for the statistical fluctuations passed on through dependency.

Ford's starting point was that the key for effective production is to concentrate on improving the overall flow of products through the operations. His efforts to improve flow were so successful that, by 1926, the lead time from mining the iron ore to having a completed car composed of more than 5,000 parts, on the train ready for delivery, was 81 hours!3 Eighty years later, no car manufacturer in the world has been able to achieve, or even come close, to such a short lead time.

A bottleneck," Jonah continues, "is any resource whose capacity is equal to or less than the demand placed upon it. And a non-bottleneck is any resource whose capacity is greater than the demand placed on it.

Balance flow, not capacity.

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.

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.

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.

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.

Increase throughput while simultaneously reducing both inventory and operating expense.