Raw material Quote by James P. Womack

“Tech teams focused on increasing velocity. Product teams focused on reducing waste. Design teams wanted lengthy, up-front research and design phases to help discover…

— Jeff Gothelf

“We increase flow by making work visible, by reducing batch sizes and intervals of work, and by building quality in, preventing defects from being…

— Gene Kim

“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

“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

“The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives…

— Gene Kim

“Product development has become a faster, more flexible process, where radically better products don’t stand on the shoulders of giants, but on the shoulders…

— Eric Schmidt

“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

“The end objective of flow thinking is to totally eliminate all stoppages in an entire production process and not to rest in the area…

— James P. Womack

“In the industry, the typical product development cycle is about one year and consists of a number of product clinics followed by larger product…

— James P. Womack

“we have developed the following simple rules of thumb: Converting a classic batch-and-queue production system to continuous flow with effective pull by the customer…

— James P. Womack

I like to tell people that all of our products and business will go through three phases. There's vision, patience, and execution.

— Steve Ballmer

“if one looks down on a product concept from a bird’s-eye view it is quickly apparent that during most of the development period the…

— James P. Womack