Process Optimization Quotes

Automation applied to an inefficient operation will magnify the inefficiency.

Honestly, production when you first start can be difficult to wrap your head around.

What's the problem you solve? Solve it for one person. Create a system to do it without you. Duplicate.

Set a goal, measure it, change if you need to, keep going after the goal.

The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

While introducing AI into the government will save money through optimizing processes, it should also be deployed to eliminate waste, fraud, and abuse.

You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.

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

We must strike a balance between speed and thoroughness, between the need for time frames and the avoidance of mistakes which will later cost us dearly.

Never send a human to do a machine's job.

The surest foundation of a manufacturing concern is quality. After that, and a long way after, comes cost.

I've been to so many manufacturing plants. I've yet to walk into one where I did not think AI solutions wouldn't help.

I think anything which improves services is in principle a good thing.

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.

If an acquisition can speed a process or fill a gap, we'll jump right to that. It's about timing, need... it's not necessarily an algorithm.

We finally found out the technique of separating and getting information about where every train would be at any moment. Of course, I went over budget many times, because - as you go along - some things improved, and you get better ideas.

Workflow and usability are not afterthoughts; they impact the core of any project and dictate how it should be engineered.

There is a difference between what technology enables and what historical business practices enable.

But part of the enjoyment I take in it is finding the most efficient way to do it, which doesn't mean the corrections aren't made. I like to have a feeling of the whole task before I start, even if it changes.

Effective process is not bureaucracy. Bureaucracy is senseless process.

Part of the process is always, 'Is there a better way?' We try to think through if there's something we can do better creatively or technically, or just is more efficient.

Advantage comes not from the spectacular or the technical. Advantage comes from a persistent seeking of the mundane edge.

Through great input you get great output.

In the private sector, there is always innovation. There's always change. There's always improving productivity, and if you're not leading that, you'll be passed and ultimately go out of business. So there's an urgency to constantly update and renew and to rethink your enterprise.