The fact is that the majority of our thoughts and actions are on autopilot. This isn’t necessarily a bad thing either. Our habits, routines, impulses, and reactions carry us through our lives so we don’t have to stop and think about it every time we wipe our ass or start a car.
The problem is when we’re on autopilot for so long that we forget we’re on autopilot. Because when we’re not even aware of our own habits, routines, impulses, and reactions, then we no longer control them we control us.
The problem is when we’re on autopilot for so long that we forget we’re on autopilot. Because when we’re not even aware of our own habits, routines, impulses, and reactions, then we no longer control them they control us. Whereas a person with self-awareness is able to exercise a little meta-cognition and say, “Hmm… every time my sister calls me and asks for money, I end up drinking a lot of vodkas.
The problem with using lean systems is that they seem to ignore our habits, routines, impulses, and reactions. We just take them to be “normal”.
That’s why lean systems are so effective. By removing the barriers between the worker and the product, lean systems remove the barriers between the worker and the customer. By making quality the sole point of customer service, we eliminate the barrier between the customer and the worker.
In lean systems, the workers are no longer viewed as workers, but as customer service reps. So in lean systems, we eliminate the barriers between the customer and the workers.
The good part is when you have a good customer, you can put them in a good position to be able to take action. But if you have a bad customer, you can put them in a bad position to act as a customer. For example, you can put a customer in a bad position to act as a customer.
So in lean systems, we eliminate barriers between the customer and the worker. The worker is no longer seen as a worker, but a customer service rep. So in lean systems, we eliminate the barriers between the customer and the worker. The good part is when you have a good customer, you can put them in a good position to take action. But if you have a bad customer, you can put them in a bad position to act as a customer.
One example of this is the customer service rep model. If you look at the customer service rep model, you have to be very open with the customer about their problems, and you have to be very clear at all times what you want. If the customer doesn’t like the product or service it doesn’t mean you don’t care about their concerns. I’ve seen several companies that have done this successfully and I’ve also seen companies that have not.
Lean is a good way to deal with bad customers, and it works especially well when you have a large number of customers. The problem is that lean can become a very “shallow” and “bureaucratic” approach to quality. But that doesnt mean that the quality is not there, just that it could be a little more transparent.
