158 • e Process Mind
all of this, the shareholder value model, which simply assesses whether
there was a prot relative to the assets it took to generate the prot, reigns
supreme and denes inventory as an asset. (e shareholder value model
never really equates “waste” —like inventory— to “cost”.) is is an absurd
perspective to the process thinker. Of course, if you pull inventory out of
this shareholder value model, the model collapses. Perhaps the number
one consumption of time, not spent on attaining purpose, is procedural
complexity. Processes are really quite simple; you make something, prefer-
ably one at a time and move it out of the operation as quickly as possible.
Once you remove the inventory and focus on the velocity of the single ...