“In the lean enterprise, however, the workforce on the plant floor needs to talk constantly to solve production problems and implement improvements in the process. What’s more, they need to have their professional support staff right by their side and… — James P. Womack Copy Share Image
“We labeled this new way lean production because it does more and more with less and less.” — 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
