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Seven wastes of negotiation: Difference between revisions
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Processes which do ''not'' add value are inherently wasteful. The job is to eliminate waste, not cost ''[[per se]]''. To get rid of waste, you have to know exactly what waste is and where it exists. | Processes which do ''not'' add value are inherently wasteful. The job is to eliminate waste, not cost ''[[per se]]''. To get rid of waste, you have to know exactly what waste is and where it exists. | ||
Ohno-sensei categorised [[seven wastes|seven types of waste]] and for each one, suggested reduction strategies. | |||
Even though he was talking about a | Even though he was talking about a physical manufacturing line, Ohno-sensei’s 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]]: | Anyway, here, with feeling, are the seven wastes, as applied to contract [[negotiation]]: | ||