Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

If the plan is to see what happens, a team is guaranteed to succeed - at seeing what happens - but won't necessarily gain validated learning - If you cannot fail, you cannot learn.

When blame inevitably arises, the most senior people in the room should repeat this mantra: if a mistake happens, shame on us for making it so easy to make that mistake.

Most companies are busy making their products worse, not better. Updating is almost always a disaster.

The hardest part is the grueling work of constantly being wrong.

Zero invites imagination, but small numbers invite questions about whether large numbers will ever materialize.

If you don't know who your customer is, you don't know what quality is.