Sublime

Profits are a product of doing the right thing—over and over again.

to whom that new wealth will go. At the same time, success or failure

which of our efforts are value-creating and which are wasteful? This question is at the heart of the lean manufacturing revolution; it is the first question any lean manufacturing adherent is trained to ask.

This is a “rich get richer” sort of model in which the more a word is used in the past, the more likely it is that it will attract more use in the future.

In the century and a half since Charles Darwin published On the Origin of Species, we still are stymied by the complexity of the biosphere, and, just as with our financial systems, our efforts to intervene have often led to confounding results.

The five cornerstones we ultimately distilled are so familiar to CEOs and clerks alike that they are invisible fixtures of everyday economic life: value chains as the means of production, value propositions as the means of positioning, strategy as the means of competition, protecting marketplaces as the means of advantage, and inert, fixed goods as

and focus resources in an efficient manner.

Deming’s System of Profound Knowledge encompasses four elements and includes fourteen points of management and seven deadly diseases of management. These four elements of Profound Knowledge are: 1. A Theory of Knowledge: How do we know what we believe we know? 2. A Theory of Variation: How do we analyze and understand what we know? 3. A Theory of P