hornbeck/gist:1112419

## gistfile1.txt
"The implication is that if we want our organization to thrive for a long time, then how it interacts with conditions inside and outside the company is important. There is no 'finish line' mentality. The objective is not to win, but to develop the capability of the organization to keep improving, adapting, and satisfying dynamic customer requirements. This capability for continuous, incremental evolution and improvement represents perhaps the best assurance of durable competitive advantage and company survival."

"I once mentioned to one of Toyota's supplier support specialists that I'd figured out how to see what one needs to wrok on at a process. My idea was to ask the supervisor what would happen if we were to slow his process cycle down so it was only 15 percent faster than the customer takt time. The obstacles and objections that the supervisor mentioned would be what we needed to wrok on! 'Well,' the specialist replied, 'the supervisor will be telling you her opinion. To understand the true obstacles, maybe you should build up a little safety stock and temporarily run the process at the slower cycle time. The obstacles that then actually arise are the true ones you need to work on next."
	"The implication is that if we want our organization to thrive for a long time, then how it interacts with conditions inside and outside the company is important. There is no 'finish line' mentality. The objective is not to win, but to develop the capability of the organization to keep improving, adapting, and satisfying dynamic customer requirements. This capability for continuous, incremental evolution and improvement represents perhaps the best assurance of durable competitive advantage and company survival."

	"I once mentioned to one of Toyota's supplier support specialists that I'd figured out how to see what one needs to wrok on at a process. My idea was to ask the supervisor what would happen if we were to slow his process cycle down so it was only 15 percent faster than the customer takt time. The obstacles and objections that the supervisor mentioned would be what we needed to wrok on! 'Well,' the specialist replied, 'the supervisor will be telling you her opinion. To understand the true obstacles, maybe you should build up a little safety stock and temporarily run the process at the slower cycle time. The obstacles that then actually arise are the true ones you need to work on next."