Lean Manufacturing Quotes

The small batches principle is part of the DevOps methodology. It comes from the Lean Manufacturing movement, which is often called just-in-time (JIT) manufacturing. It

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.

One of the best advertising people ever was Carl Ally. He said the true creative person wants to be a know-it-all. They want to know about all kinds of things: ancient history, nineteenth-century mathematics, modern manufacturing techniques, flower arranging, and lean hog futures. Because they never know when these ideas might come together to form a new idea. It may happen six minutes later or six years down the road, but they know it will happen.

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

Kanya looks away. "You deserve it. It's your kamma. Your death will be painful." "Karma? Did you say karma?" The doctor leans closer, brown eyes rolling, tongue lolling. "And what sort of karma is it that ties your entire country to me, to my rotting broken body? What sort of karma is it that behooves you to keep me, of all people, alive?" He grins. "I think a great deal about your karma. Perhaps it's your pride, your hubris that is being repaid, that forces you to lap seedstock from my hand. Or perhaps you're the vehicle of my enlightenment and salvation. Who knows? Perhaps I'll be reborn at the right hand of Buddha thanks to the kindnesses I do for you." "That's not the way it works." The doctor shrugs. "I don't care. Just give me another like Kip to fuck. Throw me another of your sickened lost souls. Throw me a windup. I don't care. I'll take what flesh you throw me. Just don't bother me. I'm beyond worrying about your rotting country now." He tosses the papers into the pool. They scatter across the water. Kanya gasps, horrified, and nearly lunges after them before steeling herself and forcing herself to draw back. She will not allow Gibbons to bait her. This is the way of the calorie man. Always manipulating. Always testing. She forces herself to look away from the parchment slowly soaking in the pool and turn her eyes to him. Gibbons smiles slightly. "Well? Are you going to swim for them or not?" He nods at Kip. "My little nymph will help you. I'd enjoy seeing you two little nymphs frolicking together." Kanya shakes her head. "Get them out yourself." "I always like it when an upright person such as yourself comes before me. A woman with pure convictions." He leans forward, eyes narrowed. "Someone with real qualifications to judge my work." "You were a killer." "I advanced my field. It wasn't my business what they did with my research. You have a spring gun. It's not the manufacturer's fault that you are likely unreliable. That you may at any time kill the wrong person. I built the tools of life. If people use them for their own ends, then that is their karma, not mine." "AgriGen paid you well to think so." "AgriGen paid me well to make them rich. My thoughts are my own." He studies Kanya. "I suppose you have a clean conscience. One of those upright Ministry officers. As pure as your uniform. As clean as sterilizer can make you." He leans forward. "Tell me, do you take bribes?" Kanya opens her mouth to retort, but words fail her. She can almost feel Jaidee drifting close. Listening. Her skin prickles. She forces himself not to look over her shoulder. Gibbons smiles. "Of course you do. All of your kind are the same. Corrupt from top to bottom.

According to Harvard University’s Atlas of Economic Complexity, the key to driving economic growth is not so much individual experts as the combination of expertise required to make complex products: for example, the mix of experience in batteries, liquid crystals, semiconductors, software, metallurgy, and lean manufacturing required to make a smartphone. The fastest way to secure this array of talent is to import it. The same idea applies to more and more fields in an age when even cooking has become culinary science.

Plan-Do-Check-Act (PDCA) Cycle, a cornerstone of continuous improvement. The Japanese term for continuous improvement is kaizen and is the process of making incremental improvements, no matter how small, and achieving the lean goal of eliminating all waste that adds cost without adding to value.

Today, organizations adopting DevOps principles and practices often deploy changes hundreds or even thousands of times per day. In an age where competitive advantage requires fast time to market and relentless experimentation, organizations that are unable to replicate these outcomes are destined to lose in the marketplace to more nimble competitors and could potentially go out of business entirely, much like the manufacturing organizations that did not adopt Lean principles.

In the previous two decades, as NUMMI’s success had become better known, executives in other industries had started adapting the Toyota Production System philosophy to other industries. In 2001, a group of computer programmers had gathered at a ski lodge in Utah to write a set of principles, called the “Manifesto for Agile Software Development,” that adapted Toyota’s methods and lean manufacturing to how software was created.

menudo lo que causa más problemas no es lo que ignoramos, sino lo que, equivocadamente, creemos que es cierto.

only manufacturers can pursue a more specific type of branding where they discover new consumer wants, satisfy them with a functionally or emotionally superior product and attach the benefits via advertising to a specific brand name. This is why a retailer has trouble generating the same credibility as a brand like Crest toothpaste, which continually invests in its ‘healthy teeth for children’ positioning, or Axe deodorant, which targets young males with the fantasy of ‘women making the first move.’ Even manufacturer master branding is more targeted than retailers, because it is usually category specific: Lean Cuisine has more specific associations in frozen food than, say, Safeway.

His brother Najib owned an auto-parts store at bustling Shikarpur Gate, the mouth of the narrow road linking their village to the city—an ancient byway that had once led southward through the passes all the way to India. At dusk it is clogged with a riot of vegetable sellers’ handcarts beset by shoppers, Toyota pickup trucks, horse-drawn taxis, and three-wheeled rickshaws clambering around and through the throng like gaudy dung beetles. Nurallah’s brother Najib had gone to Chaman, just across the border in Pakistan, where the streets are lined with cargo containers serving as shops, and used motor oil cements the dust to the ground in a glossy tarmac, and every variety of automotive organ or sinew is laid bare, spread out, and strung up for sale. He had made his purchases and set off back to Kandahar. “He paid his customs dues”—Nurallah emphasized the remarkable point—“because that’s the law. He paid at every checkpoint on the way back, fifty afghanis, a hundred afghanis.” A dollar or two every time an unkempt, underage police boy in green fatigues slouched out of a sandbagged lean-to into the middle of the road—eight times in the sixty-six miles when last I counted. “And then when he reached the entrance to town, the police there wanted five hundred afghanis. Five hundred!” A double arch marks the place where the road that swoops down from Kabul joins the road leading in from Pakistan. The police range from one side to the other, like spear fishermen hunting trout in a narrows. “He refused,” Nurallah continued. “He said he had paid his customs dues—he showed them the receipt. He said he had paid the bribes at every checkpoint all along the way, and he was not paying again.” I waited a beat. “So what happened?” “They reached into his window and smacked him.” “They hit him?” I was shocked. Najib might be a sunny guy, but Kandahar tempers are strung on tripwires. For a second I thought we’d have to go bail him out. “What did he do?” Nurallah’s eyes, beneath his widow’s peak, were banked and smoldering. “What could he do? He paid the money. But then he pulled over to the side of the road and called me. I told him to stay right there. And I called Police Chief Matiullah Qatih, to report the officer who was taking the bribes.” And Matiullah had scoffed at him: Did he die of it? The police buzzards had seen Najib make the call. They had descended on him, snatched the phone out of his hand, and smashed it. “You call that law?” Now Nurallah was ablaze. “They’re the police! They should be showing people what the law is; they should be enforcing the law. And they’re the ones breaking it.” Nurallah was once a police officer himself. He left the force the day his own boss, Kabul police chief Zabit Akrem, was assassinated in that blast in the mosque in 2005.1 Yet so stout was Nurallah’s pride in his former profession that he brought his dark green uniform into work and kept it there, hung neatly on a hook in his locker. “My sacred oath,” he vowed, concluding: “If I see someone planting an IED on a road, and then I see a police truck coming, I will turn away. I will not warn them.” I caught my breath. So maybe he didn’t mean it literally. Maybe Nurallah wouldn’t actually connive with the Taliban. Still, if a former police officer like him was even mouthing such thoughts, then others were acting on them. Afghan government corruption was manufacturing Taliban.

underlies the Toyota Production System. At Toyota, this goes by the Japanese term genchi gembutsu, which is one of the most important phrases in the lean manufacturing vocabulary. In English, it is usually translated as a directive to “go and see for yourself” so that business decisions can be based on deep firsthand knowledge. Jeffrey Liker, who has extensively documented the “Toyota Way,” explains it this way: In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to

the complexity posed another problem: There is no way to run a lean experiment to prove, in advance, that a planned production process will work. You must fully develop the process and then run it in order to demonstrate its effectiveness. Producing apparel in sample quantities, which Quincy’s founders did successfully after their trunk show tests, is a completely different ball game compared to manufacturing it in volume.

It is the striving for target conditions via the routine of the improvement kata that characterizes what we have been calling “lean manufacturing.

Progress in manufacturing is measured by the production of high-quality physical goods. As we’ll see in Chapter 3, the Lean Startup uses a different unit of progress, called validated learning. With scientific learning as our yardstick, we can discover and eliminate the sources of waste that are plaguing entrepreneurship.

Imagination is always manufacturing scenarios, both good and bad, and the ego tries to keep you trapped in the multiplex of the mind… Our eyes are not viewers, they’re also projectors that are running a second story over the picture that we see in front of us all the time. Fear is writing that script, and the working title is: “I’ll Never Be Enough.

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What Six Sigma and Lean are to manufacturing, The 4 Disciplines of Execution is to executing your strategy.

The Five Whys The "Five Whys" is another lean manufacturing tool pioneered by Toyota. When faced with a problem, the first answer will likely be superficial and fail to address the root cause. Asking "why?" five times in succession can help get to the root of the problem. For example, a software company releases a new product feature that caused its service to fail: Why did the service fail? Because a particular server failed. Why did the server fail? Because an obscure subsystem was used in the wrong way. Why was it used in the wrong way? The engineer didn't know how to use it properly. Why didn't he know? Because he was never trained. Why wasn't he trained? Because his manager doesn't believe in training because he and his team are "too busy." Without the Five Whys, most companies would stop at the first question, fix the server and move on. However, pursuing the five whys reveals the root cause which is the manager's negative attitude on training. Without fixing the training problem, issues like this would probably happen again. Note that the process of five whys typically moves the focus from a technical fault towards human error.

In the lean approach, companies are taught that prices are set by the market and that one way to improve profit margin is to reduce costs. This thinking flies in the face of "cost plus" thinking, where we look first at our own costs and set prices based on our desired profit margin. The reality is that most companies whether manufacturers or hospitals, do not have market power to set prices as they wish.

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downstream manufacturing operations often had too many parts (the muda of overproduction) or too few parts to meet the production schedule (producing the muda of waiting).

This approach seems completely backward to traditional managers who have been told all their lives that competitive advantage in manufacture is obtained from automating, linking, and speeding up massive machinery to increase throughput and remove direct labor.

Chinese family businesses instinctively thought of ways of hiding income from the tax collector. The situation is quite different in Japan, where the family is weaker and individuals are pulled in different directions by the various vertical authority structures standing above them. The entire Japanese nation, with the emperor at the top, is, in a sense, the ie of all ies, and calls forth a degree of moral obligation and emotional attachment that the Chinese emperor never enjoyed. Unlike the Japanese, the Chinese have had less of a we-against-them attitude toward outsiders and are much more likely to identify with family, lineage, or region as with nation. The dark side to the Japanese sense of nationalism and proclivity to trust one another is their lack of trust for people who are not Japanese. The problems faced by non-Japanese living in Japan, such as the sizable Korean community, have been widely noted. Distrust of non-Japanese is also evident in the practices of many Japanese multinationals operating in other countries. While aspects of the Japanese lean manufacturing system have been imported with great success into the United States, Japanese transplants have been much less successful integrating into local American supplier networks. Japanese auto companies building assembly plants in the United States, for example, have tended to bring over with them the suppliers in their network organizations from Japan. According to one study, some ninety percent of the parts for Japanese cars assembled in America come from Japan or from subsidiaries of Japanese companies in America.43 This is perhaps predictable given the cultural differences between the Japanese assembler and the American subcontractor but has understandably led to hard feelings between the two. To take another example, while Japanese multinationals have hired a great number of native executives to run their overseas businesses, these people are seldom treated like executives at the same level in Japan. An American working for a subdivision of a Japanese company in the United States might aspire to rise within that organization but is very unlikely to be asked to move to Tokyo or even to a higher post outside the United States.44 There are exceptions. Sony America, for example, with its largely American staff, is highly autonomous and often influences its parent in Japan. But by and large, the Japanese radius of trust can be fully extended only to other Japanese.

Liberal democracy and capitalism remain the essential, indeed the only, framework for the political and economic organization of modern societies. Rapid economic modernization is closing the gap between many former Third World countries and the industrialized North. With European integration and North American free trade, the web of economic ties within each region will thicken, and sharp cultural boundaries will become increasingly fuzzy. Implementation of the free trade regime of the Uruguay Round of the General Agreement on Tariffs and Trade (GATT) will further erode interregional boundaries. Increased global competition has forced companies across cultural boundaries to try to adopt “best-practice” techniques like lean manufacturing from whatever source they come from. The worldwide recession of the 1990s has put great pressure on Japanese and German companies to scale back their culturally distinctive and paternalistic labor policies in favor of a more purely liberal model. The modern communications revolution abets this convergence by facilitating economic globalization and by propagating the spread of ideas at enormous speed. But in our age, there can be substantial pressures for cultural differentiation even as the world homogenizes in other respects. Modern liberal political and economic institutions not only coexist with religion and other traditional elements of culture but many actually work better in conjunction with them. If many of the most important remaining social problems are essentially cultural in nature and if the chief differences among societies are not political, ideological, or even institutional but rather cultural, it stands to reason that societies will hang on to these areas of cultural distinctiveness and that the latter will become all the more salient and important in the years to come. Awareness of cultural difference will be abetted, paradoxically, by the same communications technology that has made the global village possible. There is a strong liberal faith that people around the world are basically similar under the surface and that greater communications will bring deeper understanding and cooperation. In many instances, unfortunately, that familiarity breeds contempt rather than sympathy. Something like this process has been going on between the United States and Asia in the past decade. Americans have come to realize that Japan is not simply a fellow capitalist democracy but has rather different ways of practicing both capitalism and democracy. One result, among others, is sthe emergence of the revisionist school among specialists on Japan, who are less sympathetic to Tokyo and argue for tougher trade policies. And Asians are made vividly aware through the media of crime, drugs, family breakdown, and other American social problems, and many have decided that the United States is not such an attractive model after all. Lee Kwan Yew, former prime minister of Singapore, has emerged as a spokesman for a kind of Asian revisionism on the United States, which argues that liberal democracy is not an appropriate political model for the Confucian societies.10 The very convergence of major institutions makes peoples all the more intent on preserving those elements of distinctiveness they continue to possess.

Chapter 2: The Golden Rules of A+ Papers (What Makes a Good Paper Good) In the last chapter, we learned about lean manufacturing, and that taught us that one of the best ways to write a paper more quickly is to focus almost exclusively on the parts of a paper that will actually help you get a better grade. And really, there are a lot of things that makes an essay “good.” We won’t talk about every single little thing that your professor might be looking for. Every professor is different. However, I am going to try to give you some insight into what I used to look for as a college instructor.

lean manufacturing, a process that originated in Japan with the Toyota Production System,

DECISIONS Useful: Graphical Presentation Monitor Key Indicators Effective Measurements Wisdom Knowledge The Goal: Strategic Thinking Predictive Value Experience and Judgment Automated Exception Notification Information Structured: Voluminous Grouped and Summarized Relationships Not Always Evident Raw Data: Massive Fragmented Meaningless Data EVENTS Figure 1-01. The Pyramid of KnowledgeToyota, this begins with genchi genbutsu, or gemba, which means literally “go see it for yourself. ” Taiichi Ohno, a founding father of Lean, once said, “Data is of course important in manufacturing, but I place the greatest emphasis on facts. ” 2 A direct and intuitive understanding of a situation is far more useful than mountains of data. The raw data stored in a database adds value for decision-making only if the right information is presented in the right format, to the right people, at the right time. A tall stack of printout may contain the right data, but it’s certainly not in an accessible format. Massive weekly batch printouts do not enable timely and proactive decisions. Raw data must be summarized, structured, and presented as digestible information. Once information is combined with direct experience, then the incredible human mind can extract and develop useful knowledge. Over time, as knowledge is accumulated and combined with direct experience and judgment, wisdom develops. This evolution is described by the classic pyramid of knowledge shown in Figure 1-01. BACK TO CHICAGO So what happened in Chicago? We can speculate upon several possible perspectives for why the team and its change leader were far from a true Lean system, yet they refused any help from IT providers: 1. They feared wasteful IT systems and procedures would be foisted on them.

In an age where competitive advantage requires fast time to market and relentless experimentation, organizations that are unable to replicate these outcomes are destined to lose in the marketplace to more nimble competitors and could potentially go out of business entirely, much like the manufacturing organizations that did not adopt Lean principles.

She stifled a gasp and then another when Roma’s hand tightened around her throat, his eyes murderous. Juliette was not frightened. If anything, she was only resentful—not at Roma, but at herself. At wanting to lean in even while Roma was actively trying to kill her. At this distance between them that she had willingly manufactured, because they had been born into two families at war, and she would rather die at Roma’s hand than be the cause of his death.

I believe that the dominant paradigm for managing product development is fundamentally wrong. Not just a little wrong, but wrong to its very core. It is as wrong as we were in manufacturing, before the Japanese unlocked the secret of lean manufacturing. I believe that a new paradigm is emerging, one that challenges the current orthodoxy of product development. I want to help accelerate the adoption of this new approach

Lean thinking defines value as providing benefit to the customer; anything else is waste. In a manufacturing business, customers don’t care how the product is assembled, only that it works correctly. But in a startup, who the customer is and what the customer might find valuable are unknown, part of the very uncertainty that is an essential part of the definition of a startup.

Toyota’s success, in short, is not rooted in its application of a standard “lean” methodology to manufacturing, nor can it be found in any internally implemented equivalent of Six Sigma. Instead, it is rooted in its leaders. More specifically, it can be found in the approach that a Toyota leader takes, seeing self-development and training others as the only possible path, not only for finding the right solution for the problem at hand, but for constantly and consistently improving performance day after day.

It is comforting to believe that if we could only implement the right cells and other lean tools to eliminate waste in the process, we could let it rip and get great results forever . . . or at least for a long time. But processes do not work that way.

The Toyota Way, I introduced 14 principles of lean management organized around 4 Ps—philosophy, process, people, and problem solving.

The first type is that of advertising platforms (e.g. Google, Facebook), which extract information on users, undertake a labour of analysis, and then use the products of that process to sell ad space. The second type is that of cloud platforms (e.g. AWS, Salesforce), which own the hardware and software of digital-dependent businesses and are renting them out as needed. The third type is that of industrial platforms (e.g. GE, Siemens), which build the hardware and software necessary to transform traditional manufacturing into internet-connected processes that lower the costs of production and transform goods into services. The fourth type is that of product platforms (e.g. Rolls Royce, Spotify), which generate revenue by using other platforms to transform a traditional good into a service and by collecting rent or subscription fees on them. Finally, the fifth type is that of lean platforms (e.g. Uber, Airbnb), which attempt to reduce their ownership of assets to a minimum and to profit by reducing costs as much as possible.

Our primary goal in product development is to make good economic choices. All proxy objectives, such as innovation, waste reduction, design for manufacturing, etc., should be viewed as secondary. They are a means to influence overall economic outcomes, never an end in themselves. In

Feedback is several orders of magnitude more important in product development than it is in manufacturing.

Manufacturers would prefer to add five different types of sugar, and list them individually, than to use just a single source of sweetness and have it be ingredient number one on their label. So you’ll often see things like molasses, coconut nectar, corn syrup, barley malt, and more listed, when they all add up to the same thing: a sugar rush.

Our primary goal in product development is to make good economic choices. All proxy objectives, such as innovation, waste reduction, design for manufacturing, etc., should be viewed as secondary. They are a means to influence overall economic outcomes, never an end in themselves.

which of our efforts are value-creating and which are wasteful? This question is at the heart of the lean manufacturing revolution; it is the first question any lean manufacturing adherent is trained to ask. Learning to see waste and then 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. In a manufacturing business, customers don’t care how the product is assembled, only that it works correctly. But in a startup, who the customer is and what the customer might find valuable are unknown, part of the very uncertainty that is an essential part of the definition of a startup. I realized that as a startup, we needed a new definition of value.

As Lean Startups grow, they can use adaptive techniques to develop more complex processes without giving up their core advantage: speed through the Build-Measure-Learn feedback loop. In fact, one of the primary benefits of using techniques that are derived from lean manufacturing is that Lean Startups, when they grow up, are well positioned to develop operational excellence based on lean principles. They already know how to operate with discipline, develop processes that are tailor-made to their situation, and use lean techniques such as the Five Whys and small batches. As a successful startup makes the transition to an established company, it will be well poised to develop the kind of culture of disciplined execution that characterizes the world’s best firms, such as Toyota

The Lean Startup takes its name from the lean manufacturing revolution that Taiichi Ohno and Shigeo Shingo are credited with developing at Toyota. Lean thinking is radically altering the way supply chains and production systems are run. Among its tenets are drawing on the knowledge and creativity of individual workers, the shrinking of batch sizes, just-in-time production and inventory control, and an acceleration of cycle times. It taught the world the difference between value-creating activities and waste and showed how to build quality into products from the inside out.

When companies switch to this kind of production, their warehouses immediately shrink, as the amount of just-in-case inventory [called work-in-progress (WIP) inventory] is reduced dramatically. This almost magical shrinkage of WIP is where lean manufacturing gets its name. It’s as if the whole supply chain suddenly went on a diet.

In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

I’m sweaty. I’m tired. And I stink in places I really shouldn’t be stinking.” I whine and shoot a glare to Dean, who’s sitting in the passenger seat looking sheepish. “What?” he exclaims with his hands raised. “I didn’t know we’d have fucking car trouble. Your car isn’t even a year old.” “I know!” I snap, hitting my hand on the wheel and growling in frustration. “Stupid old lady car!” I exclaim and push my head closer to the window for a breeze. “The frickin’ air conditioning isn’t even working anymore. Me and this car are officially in a fight.” “I think we all just need to remain calm,” Lynsey chirps from the back seat, leaning forward so her head comes between Dean’s and mine. “Because, as horrible as this trip was, after everything that’s happened between the three of us the past couple of years, I think this was really healing.” I close my eyes and shake my head, ruing the moment I agreed that a road trip to the Rocky Mountains to pick up this four-thousand-dollar carburetor from some hick who apparently didn’t know how to ‘mail things so they don’t get lost.’” Honestly! How are people who don’t use the mail a thing? Though, admittedly, when we got to the man’s mountain home, I realized that he was probably more familiar with the Pony Express. And I couldn’t be sure his wife wasn’t his cousin. But that’s me being judgmental. Still, though, it’s no wonder he wouldn’t let me PayPal him the money. I had to get an actual cashier’s check from a real bank. Then on our way back down the mountain, I got a flat tire. Dean, Lynsey, and I set about changing it together, thinking three heads could figure out how to put a spare tire on better than one. One minute, I’m snapping at Dean to hand me the tire iron, and the next minute, he’s asking me if I’m being a bitch because he told me he had feelings for me. Then Lynsey chimes in, hurt and dismayed that neither of us told her about our conversation at the bakery, and it was a mess. On top of all of that, my car wouldn’t start back up! It was a disaster. The three of us fighting with each other on the side of the road looked like a bad episode of Sister Wives: Colorado Edition. I should probably make more friends. “God, I hope this thing is legit,” Dean states, turning the carburetor over in his hands. “Put it down. You’re making me nervous,” I snap, eyeing him cautiously. We’re only five miles from Tire Depot, and they close in ten, so my nerves are freaking fried. “I just want to drop this thing off and forget this whole trip ever happened.” “No!” Lynsey exclaims. “Stick to the plan. This is your grand gesture! Your get out of jail free card.” “I don’t want a get out of jail free card,” I cry back. “The longer we spent on that hot highway trying to figure out what was wrong with my car, the more ridiculous this plan became in my head. I don’t want to buy Miles’s affection back. I want him to want me for me. Flaws and all.” “So what are you going to do?” Dean asks, and I feel his concerned eyes on mine. “I’m going to drop this expensive hunk of metal at the counter and leave. I’m not giving it to him naked or holding the thing above my head like John Cusack in Say Anything. I’ll drop it off at the front counter, and then we’ll go. End of story.” Lynsey’s voice pipes up from behind. “That sounds like the worst ending to a book I’ve ever heard.” “This isn’t a book!” I shriek. “This is my life, and it’s no wonder this plan has turned into such a mess. It has desperation stamped all over it. I just want to go home, eat some pizza, and cry a little, okay?” The car is dead silent as we enter Boulder until Dean’s voice pipes up. “Hey Kate, I know you’re a little emongry right now, but I really don’t think you should drive on this spare tire anymore. They’re only manufactured to drive for so many miles, you know.” I turn and glower over at him. He shrinks down into his seat a little bit.

Miss Sydney-" "Sir Ross," she interrupted, standing and bracing her hands on his desk. Her high-necked dress revealed nothing as she leaned toward him. However, if she had been wearing a low décolletage, her breasts would have been presented to him like two succulent apples on a tray. Stimulated unbearably by the thought, Ross forced himself to focus on her face. Her lips curled in a faint smile. "You have nothing to lose by letting me try," she pointed out. "Give me a month to prove my worth." Ross stared at her intently. There was something manufactured about her display of charm. She was trying to manipulate him into giving her something she wanted- and she was succeeding. But why in God's name did she want to work for him? He realized suddenly that he could not let her go without discovering her motives. "If I fail to please you," she added, "you can always hire someone else." Ross was known for being a supremely rational man. It would be impractical for him to hire this woman. Stupid, even. He knew exactly what the others at Bow Street would make of it. They would assume that he had hired her because of her sexual appeal. The uncomfortable truth was, they would be right. It had been a long time since he had been so strongly attracted to a woman. He wanted to keep her here, to enjoy her beauty and intelligence, and to discover if she returned his interest. His mind weighed the scruples of such a decision, but his thoughts were eclipsed by male urges that refused to be quelled. And for the first time in his magisterial career, he ignored reason in favor of desire.

The transition from the fed state to the fasted state occurs in several stages:3 1.Feeding: During meals, insulin levels are raised. This allows glucose uptake by tissues such as the muscle or brain for direct use as energy. Excess glucose is stored as glycogen in the liver. 2.The post-absorptive phase (six to twenty-four hours after fasting starts): Insulin levels begin to fall. The breakdown of glycogen releases glucose for energy. Glycogen stores last for roughly twenty-four hours. 3.Gluconeogenesis (twenty-four hours to two days): The liver manufactures new glucose from amino acids and glycerol. In non-diabetic persons, glucose levels fall but stay within the normal range. 4.Ketosis (one to three days after fasting starts): The storage form of fat, triglycerides, is broken into the glycerol backbone and three fatty acid chains. Glycerol is used for gluconeogenesis. Fatty acids may be used directly for energy by many tissues in the body, but not the brain. Ketone bodies, capable of crossing the blood-brain barrier, are produced from fatty acids for use by the brain. Ketones can supply up to 75 percent of the energy used by the brain.4 The two major types of ketones produced are beta hydroxybutyrate and acetoacetate, which can increase more than seventy-fold during fasting.5 5.Protein conservation phase (after five days): High levels of growth hormone maintain muscle mass and lean tissues. The energy for maintenance of basal metabolism is almost entirely met by the use of free fatty acids and ketones. Increased norepinephrine (adrenalin) levels prevent the decrease in metabolic rate.

Robin and Hadrian teach the workers about a single lean concept called “pull-not-push” manufacturing. Rather than making as many high-quality parts as possible and passing them on, each person gives the next worker a part only when that worker asks for it—the exact opposite of what Luigi had been taught to do and had perfected over the last eight years on the job.

This is one of the most important discoveries of the lean manufacturing movement: you cannot trade quality for time.

excellence one at a time. See them in your mind’s eye: Marketing, Operations, Manufacturing, IT, Engineering, Design, and on and on in a tidy row of crisp, well-run silos.

The kinds of change that come from rapid process improvements are essential but are only the first steps of a lean journey. The core work of the transformation is changing the culture—changing how we respond to problems, how we think about patients, how we interact with each other. This is an issue not only in healthcare organizations; we have also seen manufacturing, service companies, retailers, and government agencies all struggle with the same issues. When lean thinking goes only skin deep and management does not change, improvements cannot be sustained, and savings never quite hit the bottom line.

Getting to the root cause to eliminate problems and defects is close to the heart of lean manufacturing.  Just solving a problem to allow it to occur again is such a waste of human ingenuity.  Dr. Shingo would want us to spend a little more time up front, to investigate causes a little deeper to insure that the same problem would never happen again.

Lowering the river of inventory is the heart of lean manufacturing.  Keep this centered in your mind and practice it.  People have a tendency to complicate things.  It is only because they really don’t fully understand and appreciate the simplicity and power of reducing inventory.

why American industry adopted lean manufacturing 30 to 40 years after these methods began to produce benefits in Japan? Was it because the Japanese hid this approach from Western eyes? No. American industry waited until the full-scale implementations of these ideas at Toyota could no longer be ignored.

Toyota Production System—which in the United States would become known as “lean manufacturing”—relied on pushing decision making to the lowest possible level. Workers on the assembly line were the ones who saw problems first. They were closest to the glitches that were inevitable in any manufacturing process.