Author: Mark Phelps

An operating system survives only when managers repeatedly use it to see, decide, act, and learn.

Technology can increase local capability without increasing the performance of the enterprise.

Owner independence is not achieved by asking the owner to step away before the organization can see and manage the business.

Sales cannot be managed independently of the capacity, readiness, and economics of the system expected to fulfill the promise.

Synchronous Solutions is not accurately described by any one label such as consultant, coach, trainer, or software provider.

A busy shop can produce more pieces while the company generates less cash and less profit.

An ERP can store and move information, but technology cannot decide which operating rules should govern the business.

Lean and Synchronous Flow share important aims, but they begin with different organizing questions.

A department can improve its own metric while making the overall business less profitable and less reliable.

Production scheduling cannot stabilize a business when the functions surrounding production continue to send conflicting signals.