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This book describes how to create "economies of repetition"—an different improvement approach focused on maximizing natural human behaviors of learning curve, routines and stability that result in above expectation results—as seen at Kimberly Clark. It describes how Toyota followed a series of steps, where the initial steps created stability and the latter steps focused on flexibility. Most Lean books only focus on the latter steps missing out the essential initial steps. It explains why most planning systems create a different plan every time and that these plan changes cause the fire fighting which is endemic in most companies.
