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Seven wastes of negotiation: Difference between revisions
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{{a|negotiation|}}''To be merged into [[A faster horse - technology article|a faster horse]]''<br> | {{a|negotiation|}}''To be merged into [[A faster horse - technology article|a faster horse]]''<br> | ||
The [[Toyota Production System]] (TPS) was created by Toyota’s chief engineer Taiichi Ohno to eliminate [[waste]], called “muda.” Waste — as opposed | The [[Toyota Production System]] (TPS) was created by Toyota’s chief engineer Taiichi Ohno to eliminate [[waste]], called “muda.” [[Waste]] — as opposed to ''cost'', is the enemy on any production line: a process that is expensive but necessary must add value<ref>If it costs more than the value it adds, consider why you are engaged in the process at all. You have a loser of a business.</ref> and you should be cool about paying a fair value for it. Processes which do ''not'' add value are intrinsically wasteful. To eliminate waste, you have to know exactly what waste is and where it exists. Ohno categorised [[seven wastes|seven types of waste]] and for each one, suggested reduction strategies. | ||
In a glorious bit of sympatico, the categories of waste cross over pretty well to the contract [[negotiation]] process, a fact which seems to have escaped every [[management consultant]] who has ever ruminated on the issue. A lot of them have. | |||
Anyway, here, with feeling, are the seven wastes, as applied to contract [[negotiation]]: | |||
===Overproduction=== | ===Overproduction=== | ||