Quotes About Improvement

If you had started doing anything two weeks ago, by today you would have been two weeks better at it.

It is not sufficient that the state of affairs which we seek to promote should be better than the state of affairs which preceded it; it must be sufficiently better to make up for the evils of transition

The important thing is to learn a lesson every time you lose.

People tend to forget the genuinely lousy level of officiating that was prevalent in professional tennis when I came along. That's why, with my parents' words echoing in my ears—tell the truth; be honest at any cost—I felt I was (don't laugh) on a kind of quest to get things to improve.

If a theme runs through the history of Florida, it is this: something's great, and someone comes along to mess it up.

I do believe that when you know better, you do better. You know what was wrong about the last relationship, and hopefully you will do better the next time.

organization?" he asks. "The goal is to produce products as efficiently as we can," I tell him. "Wrong," says Jonah. "That's not it. What is the real goal?

En todos lados, el mejoramiento ha sido interpretado como sinónimo de ahorro en costos. La gente se concentra en reducir el gasto de operación como si fuera el indicador mas importante.

We need a process," he says. "That's obvious. It's too bad that the five-step process that we developed turned out to be false. No . . . Wait a minute Alex, that's not the case. At the end, the problem was not wandering bottlenecks. It was insufficient protection for the existing bottlenecks. Maybe we can use that five-step process?

La máxima desviación de una operación precedente pasara a ser el punto inicial de la operación siguiente.

Was your plant able to ship even one more product per day as a result of what happened in the department where you installed the robots?

La meta sigue siendo la misma, pero podemos expresarla de otra forma, y que signifique lo mismo que esas dos palabras: "ganar dinero". -Bien

Five Focusing Steps 1. IDENTIFY the system's constraint. 2. Decide how to EXPLOIT the system's constraint. 3. SUBORDINATE everything else to the above decisions. 4. ELEVATE the system's constraint. 5. If in the previous steps a constraint has been broken Go back to step 1, but do not allow inertia to cause a system constraint.

Cuando el debate pasa de echarle culpas a pedirle a la otra parte que resuelva la percepción equivocada, todo mejora.

Increase throughput while simultaneously reducing both inventory and operating expense.

Don't you realize that we've concentrated our improvement efforts too narrowly? We tried so hard to improve our bottlenecks, when what we should do is improve the CCRs as well. Otherwise we'll run into an 'inter-active' bottleneck situation. "See, the key is not in the hands of the materials people. If interactive bottlenecks emerge, chaos is inevitable; we'll have to expedite all over the place.

The key is in the hands of production. These techniques to manage the buffers should not be used just to track missing parts while there is still time, they should be used mainly to focus our local improvement efforts. We must guarantee that the improvements on the CCRs will always be sufficient to prevent them from becoming bottlenecks.

So the way to express the goal is this? Increase throughput while simultaneously reducing both inventory and operating expense.

With the bottlenecks more productive now, our throughput has gone up and our backlog is declining. But making the bottlenecks more productive has put more demand on the other work centers. If the demand on another work center has gone above one hundred percent, then we've created a new bottleneck.

sit there marveling that we're going to reduce the efficiency of some operations and make the entire plant more productive.

I sit there marveling that we're going to reduce the efficiency of some operations and make the entire plant more productive.

For a foreman, heat-treat seems like a very small kingdom, not much of a prize. There is nothing intrinsically attractive about running that operation, and having only two people to manage makes it seem like no big deal. To prevent it from seeming like a demotion to them, I make a point to go down there periodically on each of the shifts. In talking to the foreman, I drop some rather direct hints that the rewards will be great for anyone who can improve the output of heat-treated parts.

the improvement efforts of other companies are misguided since they are aimed at achieving cost savings rather than being totally focused on improving the flow.

Gladly would I possess the power of selecting my society. From that happy privilege I am debarred. But I seldom make one of a circle in which I do not find some novelty of character, and something either of excellence or absurdity from which I may draw improvement