Eric Ries Quotes

Lean thinking defines value as providing benefit to the customer; anything else is waste.

Generally speaking, if you control matter more precisely, you can get more efficiency out of any process.

We are constantly reviewing our processes to identify areas where we can learn and improve.

It is in Toyota's DNA that mistakes made once will not be repeated.

We got to this point by constantly perfecting our products.

The most efficient way to produce anything is to bring together under one management as many as possible of the activities needed to turn out the product.

Almost all quality improvement comes via simplification of design, manufacturing... layout, processes, and procedures.

Even a small reduction in errors and rework can have a significant impact.

Quality will save our company.

Six Sigma is a quality program that, when all is said and done, improves your customers' experience, lowers your costs, and builds better leaders.

Quality comes not from inspection, but from improvement of the production process.

'Quality' means what will sell and do a customer some good - at least try to.

For much of Toyota's history, we have ensured the quality and reliability of our vehicles by placing a device called an andon cord on every production line - and empowering any team member to halt production if there's an assembly problem. Only when the problem is resolved does the line begin to move again.

I don't think any actor can be satisfied. I am still in the learning phase and hope I am always in the learning frame of mind in acting or in anything else that I do. That's what makes life interesting and worth living.

And, in the case of schools, or anything else, if you have something that is forcing you to do better than you did the day before, it makes you look forward and it makes you think in a way that's going to make the product better, which is the students and the education.

Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?

Unlike the objective of far too many companies, manufacturing is not about a quick 'exit.' It is centered on long-term value creation.

Quality is everyone's responsibility.

Industry looks at research and development for energy efficiency, lowering material costs, so on and so forth.

An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.

What's important at the grocery store is just as important in engines or medical systems. If the customer isn't satisfied, if the stuff is getting stale, if the shelf isn't right, or if the offerings aren't right, it's the same thing. You manage it like a small organization. You don't get hung up on zeros.

Innovation - the heart of technological change - is fundamentally a learning process.

Now we teach our leaders that it's your job to put in the systems that enable your people to run your experiments fast and cheap and to keep making them faster and cheaper. Yield as many of your decisions off to the experiment as possible.

As CEO of Cold Stone Creamery, we used a concept called 'search and reapply,' which meant that if we found better ways of doing something, then we would do it.

To be a good manager, a manager tries to constantly fight to reduce waste.