Jeffrey K. Liker Quotes

We strive to decide our own fate. We act with self-reliance, trusting in our own abilities. We accept responsibility for our conduct and for maintaining and improving the skills that enable us to produce added value.

«las medidas de contención en la raíz, llevan consigo el concepto de “esto y, aun así, esto otro”».

No matter how many improvements have been made, every process is still full of waste and rife with opportunity to improve.

We want organizations to be adaptive, flexible, self-renewing, resilient, learning, intelligent — attributes found only in living systems. The tension of our times is that we want our organizations to behave as living systems, but we only know how to treat them as machines. — Margaret J. Wheatley, author of Finding Our Way: Leadership for an Uncertain Time

The act of deeply thinking through problems, energizing people, and aligning them toward a common goal is the only way to practice and develop real leadership ability.

Most Business Processes Are 90% Waste and 10% Value-Added Work

Standardization Is the Basis for Continuous Improvement and Quality

If you are responsible for a problem and make recommendations on possible solutions, you might be asked whether you went and looked at the situation yourself in person.

A cornerstone of the Toyota Way is “challenge

Basically people will do what upper management wants them to do. So if that's consistent, if they're not whipsawed and being governed by different priorities, they learn what is truly important and what is not….

Toyota’s success, in short, is not rooted in its application of a standard “lean” methodology to manufacturing, nor can it be found in any internally implemented equivalent of Six Sigma. Instead, it is rooted in its leaders. More specifically, it can be found in the approach that a Toyota leader takes, seeing self-development and training others as the only possible path, not only for finding the right solution for the problem at hand, but for constantly and consistently improving performance day after day.

This operational excellence is based in part on tools and quality improvement methods

Respect: We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.
Teamwork: We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.

aggressively. In the case of the G21, he might have neglected it as

The vision for Lean, I believe, should be achieving operational excellence based on a clearly defined value system and a way of engaging people in Continuous Improvement. The goals can generally be summarized as Safety, Morale, Quality, Cost, and Productivity.