Quote by James P. Womack

“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

“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

“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

“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

“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

“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

“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

“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

“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

“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

“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

“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