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Key performance indicators are mentioned in the Lean Leadership section, but do not seem to me to be logical there, although strategy will have KPIs at each level where it is deployed. The statement that Toyota's KPIs are "dislocative" seems like opinion rather than fact. Then there is a lonely section at the end that proposes a section on measurement, but includes only one, OEE. There should be one section called Metrics, Measurement, or Key Performance Indicators. — Preceding unsigned comment added by Wilhkar (talk • contribs) 17:28, 28 January 2012 (UTC)
"The implication of this for lean implementers is that adequate command of the subject is needed in order to avoid failed implementations." No REALLY? Imagine if unadequate command of the subject would improve things! This is too vague and instead I believe should be substituted with most common pitfalls in implement lean manufacturing. What do you people think? — Preceding unsigned comment added by Lbertolotti (talk • contribs) 16:54, 7 February 2012 (UTC)
I think it would be best to make a list of the most common pitfalls, like trying to reduce one type of waste but creating another at the same time. — Preceding unsigned comment added by Lbertolotti (talk • contribs) 17:11, 21 August 2012 (UTC)