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The Going Lean Fieldbook by Stephen A. RUFFA

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CHAPTER 7

Taking Action

MANY YEARS AGO I was shocked as a manager related his inclination to “err on the side of action,” despite facing significant unknowns. This contradicted all that I had been taught as an aerospace engineer. As my career progressed, I grew to see that this manager’s inclination to charge ahead in the face of unresolved challenges was far from unique—particularly within the realm of process improvement.

This propensity to leap to action might have something to do with how directly efforts will affect the bottom-line value. For instance, it seems rare within engineering design functions, where the impact is clear and direct. Problems with configuration or functionality will directly affect quality, cost, reliability, and customer ...

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