The value of standard work is clear: improved productivity and quality. With standard work, the process is well documented, its yield is high, its cycle time is rock solid, and everyone has been trained to do it. It worked well once, so we do it again and again.

We’re all aware of the consequences of paying too much.

Engineers don’t know how to reduce part counts.

Leader must create a climate where people are not afraid to fail.

It’s planning time. It’s time to define the projects, the resources, and the timelines for next year’s work.

Everything boils down to problem-solving—everything. New technology, new products, new processes, new business models, new markets, new behaviors, new company culture, innovation—it’s all problem-solving.

To move your company to a better place, it matters more where you are than where you want to go. And before you can see clearly where you are, you must clarify your perspective.

Manufacturers vigorously seek out best practices because they can improve metrics, such as stock price, sales and profitability. There’s only one problem: Best practices are the actions that solved yesterday’s problems.

The schedule-at-all-cost message has been made too strongly.