ABSTRACT
As you know from the preface at the beginning of this book, I highly value those who have helped to develop my thinking around manufacturing excellence. Absent their vision and input, I wouldn’t have much to write about. Many bosses, teachers, and parents spend a lot of time barking out what and when. The closest many of them come to being helpful is to show us how to do things. But the most important and often missing part of these “superior to subordinate” kinds of relationships is why we do things-why they’re important, why I’m being asked to do something that isn’t experientially or intuitively obvious.
