October 2014
Intermediate to advanced
407 pages
13h 10m
English
Content preview from Creating a Lean Culture, 3rd Edition
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259
Chapter 11
People—Predictable
Interruption, Source of Ideas
People and their ideas for improvement are close to the heart of Lean
production. People can also seem to be close enough to the neck to cause
a pain there. Perhaps that is because of Lean leaders’ experience when
they go to start the production day only to find one or more people have
“called in” as unplanned absences. It is a big deal to be missing a person
or two when the day’s labor plan has been matched to the rhythm of
takt time, or the allotted time per workflow, or the expected number of
patients or customers. Without just the right number of people, flow does
not flow, pull can ...
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I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.