“Removing work effort may require the team to eliminate not merely the work activities, but also the need for that effort.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“It's difficult to experience high levels of success if people fear losing a paycheck due to continuous improvement.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“Until holistic thinking begins to replace siloed thinking, improving the value stream will prove more challenging.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“The team should be bold in its thinking and keep only those processes that are truly value-adding or absolutely necessary for the business to function.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“before an improvement team can eliminate batching or reduce batch sizes, it needs to understand and eliminate the reason (root cause) for the batching”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“The more we learn of outer space and inner space, of quasars and quarks, of Big Bangs and Little Blips, the more remote, abstract and intellectually inconsequential it all becomes.”
Source: Postcards from Ed: Dispatches and Salvos from an American Iconoclast
“Ideally, the team designs a future state the results in lower lead time, lower process time, and higher percent complete and accurate for every process block.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“ways to achieve flow . . . include shifting previously consecutive processes to parallel activities, combining tasks to reduce handoffs (which may require cross-training, resequencing, or repatterning work so that downstream recipients can so more effective work), resequencing work, and creating service-level agreements between internal suppliers and customers, to name a few.”
Source: Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
“Hunter he had these big tins of crushed pineapple that he'd gotten from the army,' Garcia said, 'and i had this glove compartment full of plastic spoons, and we had this little cooperative scene, eating this crushed pineapple day after day and sleeping in the cars and walking around.”
Source: Garcia : An American Life
“And out of Tristan's heart there grew a hazel tree, and out of Iseult's a honeysuckle, and they arched together and clung and intertwined so that they could never be separated anymore.”
Source: Tristan and Iseult