Inventory Quotes
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The inventory goes down the elevator every night.
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The more inventory a company has, the less likely they will have what they need.
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We have so much room for improvement. Every aspect of our lives must be subjected to an inventory... of how we are taking responsibility.
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Of course there are influences, of course there are things that are inspiring, but it's weird to think that I'm trying to keep a mental inventory of them and report them clearly to whomever might ask.
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A bartender is just a pharmacist with a limited inventory.
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Everybody copied Atari products. So we started messing with them and it was fun. We bought enough chips that we could get them mislabeled. So we bankrupted at least two companies which copied our boards, and bought all the parts but they were the wrong parts, so they're sitting on all this inventory they can't sell because the games don't work.
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The new orders have changed the balance. We took more orders, which by themselves didn’t turn any resource into a new bottleneck, but they did drastically reduce the amount of spare capacity on the non-bottlenecks, and we didn’t compensate with increased inventory in front of the bottleneck.
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Take inventory of yourself, see if any remnants of fear are standing in your way. Then you may grow... because nothing, absolutely nothing, can stand in your way.
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There were no photographs, no detailed inventory, and no detail on the destruction of these arms. To describe today's statement as transparent would be the falsehood of the century,
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The inventory, the value of my company, walks out the door every evening.
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We can always create more inventory. You don't just turn people away. The challenge is finding new ways to accommodate people.
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Once the somebody is already on the payroll, it doesn’t cost us any more to have him be idle. Whether somebody produces parts or waits a few minutes doesn’t increase our operating expense. But excess inventory . . . now that ties up a lot of money.
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The continuing shortages of housing inventory are driving the price gains. There is no evidence of bubbles popping.
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I take very seriously this notion that my highest job is to live a better life, all the time and to the best of my ability. I need to monitor my own progress - take my own inventory - and clean my own closet. I am trying to do all that.
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Inventory is all the money that the system has invested in purchasing things which it intends to sell.
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I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory.
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Think about it: everybody you know, everyone that you meet, also know about 250 people. So every time you cultivate a relationship with one new person, you have actually expanded your personal inventory by 250 people - every single time.
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But, there is another effect that stems from restricting the accumulation of inventory. It makes it very visible to spot the real problems that jeopardize the flow—when one work center in a line stops producing for more than a short while, soon the whole line stops. Ford took advantage of the resulting clear visibility to better balance the flow by addressing and eliminating the apparent stoppages.4 The end result of abolishing local efficiencies and balancing the flow is a substantial increase in throughput. Henry Ford achieved the highest throughput per worker of any car manufacturing company of his time.
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There are two ways to extend a business. Take inventory of what you're good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills. Kindle is an example of working backward.
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Aviation is a dynamic profession. The rate of obsolescence of equipment is high and new aircraft have to be placed in inventory periodically in order to stay abreast of the requirements of modern war.
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And it has to do with having no inventory or stockpiles on the shelf, but items arrive as you need to build your product. What that means is that it's much more difficult to actually find stockpiles of already built weapons.
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So the way to express the goal is this? Increase throughput while simultaneously reducing both inventory and operating expense.
