“most firms can substantially boost sales immediately if they find a mechanism for rethinking the value of their core products to their… — James P. Womack Copy Share Image
“the customer only pays for exactly what she or he feels is really needed.” — James P. Womack Copy Share Image
“Pull in simplest terms means that no one upstream should produce a good or service until the customer downstream asks for it,… — James P. Womack Copy Share Image
“he has looked hard at value as defined by his customers and set off down a new path.” — James P. Womack Copy Share Image
“Perhaps, just as the individual steps in the value stream are incomprehensible in isolation, customers do not really want to shop for… — James P. Womack Copy Share Image
“It’s vital that producers accept the challenge of redefinition, because this is often the key to finding more customers, and the ability… — James P. Womack Copy Share Image
“Dedicated product teams in direct dialogue with customers always find ways to specify value more accurately and often learn of ways to… — James P. Womack Copy Share Image
“if one looks down on a product concept from a bird’s-eye view it is quickly apparent that during most of the development… — James P. Womack Copy Share Image
“In the lean enterprise, Sales and Production Scheduling are core members of the product team, in a position to plan the sales… — James P. Womack Copy Share Image
“So what? This produces a onetime cash windfall from inventory reduction and speeds return on investment, but is it really a revolutionary… — James P. Womack Copy Share Image
“Raising awareness of the tight connection between sales and production also helps guard against one of the great evils of traditional selling… — James P. Womack Copy Share Image
“If Tesco wants to shrink costs and improve the reliability of the 85 percent of the value stream it does not directly… — James P. Womack Copy Share Image
“Taiichi Ohno blamed this batch-and-queue mode of thinking on civilization’s first farmers, who he claimed lost the one-thing-at-a-time wisdom of the hunter as they… — James P. Womack Copy Share
“In the lean enterprise, Sales and Production Scheduling are core members of the product team, in a position to plan the sales campaign as… — James P. Womack Copy Share
“So, how do you make value flow? The first step, once value is defined and the entire value stream is identified, is to focus… — James P. Womack Copy Share
“Steve Maynard’s solution was to form a team for each product to stick with that product during its entire production life. This team—consisting of… — James P. Womack Copy Share
“The first visible effect of converting from departments and batches to product teams and flow is that the time required to go from concept… — James P. Womack Copy Share
“By contrast, work in an organization where value is made to flow continuously also creates the conditions for psychological flow. Every employee has immediate… — James P. Womack Copy Share
“The most important task in specifying value, once the product is defined, is to determine a target cost based on the amount of resources… — James P. Womack Copy Share
“How can performance be improved? Sweat and longer hours are not the answer but will be employed if no one knows how to work… — James P. Womack Copy Share
“This approach seems completely backward to traditional managers who have been told all their lives that competitive advantage in manufacture is obtained from automating,… — James P. Womack Copy Share
“What is the muda-free cost of this product, once unnecessary steps are removed and value is made to flow? This becomes the target cost… — James P. Womack Copy Share
“started with marketing, which commissioned surveys comparing Wiremold’s products with the offerings of competitors. When an “opportunity” was identified, usually a gap in the… — James P. Womack Copy Share
“Our initial objective in creating a value stream “map” identifying every action required to design, order, and make a specific product is to sort… — James P. Womack Copy Share
“it’s hard for most managers to even see the flow of value and, therefore, to grasp the value of flow.” — James P. Womack Copy Share
“all of these activities—the creation, ordering, and provision of any good or any service—can be made to flow. And when we start thinking about… — James P. Womack Copy Share
“The problem here is not that there were too many firms involved. Each was appropriately specialized for its current task. The problem instead is… — James P. Womack Copy Share
