"Fundamentally, a manager is looking to answer these questions: ‘what to change?’,’ what to change to?’ and ‘ how to cause the change?’"

“all the money the system spends in turning inventory into throughput.”

“the money the system invests in purchasing things the system intends to sell.”

“I smile and start to count on my fingers: One, people are good. Two, every conflict can be removed. Three, every situation, no matter how complex it initially looks, is exceedingly simple. Four, every situation can be substantially improved; even the sky is not the limit. Five, every person can reach a full life. Six, there is always a win / win solution. Shall I continue to count?”

“There are three measurements which express the goal of making money perfectly well, but which also permit you to develop operational rules for running your plant. Their names are throughput, inventory and operational expense.”

“Tell me how you measure me, and I will tell you how I will behave.”

“rate at which the system generates money through sales.”