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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 to ''cost'', is the enemy on any production line: a process that is ''inherently necessary'' must add value, even if it is expensive<ref>If you can’t configure it so it costs less than the value it adds, consider why you are running the process ''at all'': you have a loser of a business.</ref> so you should be cool about paying a fair value for it. | The [[Toyota Production System]] (TPS) was created by Toyota’s chief engineer [[Taiichi Ohno]] to eliminate [[waste]], called “muda.” [[Waste]] — as opposed to ''{{wasteprov|cost}}'', is the enemy on any production line: a process that is ''inherently necessary'' must add value, even if it is expensive<ref>If you can’t configure it so it costs less than the value it adds, consider why you are running the process ''at all'': you have a loser of a business.</ref> so you should be cool about paying a fair value for it. | ||
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. | ||