The feeling is like when you get into a pool and let yourself relax and float on your back. It feels like you're just floating.

It's really a challenge to assess their populations. The only way to really see them is during the spawning run.

It takes away that stigma. And if kids are feeling good about themselves, learning happens.

What drew me to ballooning was just a sense of being out and having the ability to go up in the air and doing it in such a way that is so quiet and easy and uncomplicated.

significant time and money is wasted when organizations attempt to make improvements without a clearly defined, externally focused improvement strategy that places the customer in the center.

Failure to involve leadership, employ cross-functional teams, and include relevant metrics, for example, often results in subpar future state designs that collect dust.

the most powerful metric we've seen for analyzing processes in office, service, and knowledge work environments: percent complete and accurate (%C&A)

Transformation requires fundamental changes in an organization's DNA; done well, value stream mapping can be instrumental in facilitating the necessary shifts in mindsets and behaviors.

Suboptimization occurs when you make an improvement to one component of a system while ignoring the effects of that change on the other components. A seemingly important improvement could cause the overall work system to perform more poorly.

The inclination to jump into the weeds and design micro-level improvements before the entire work system - the macro picture- is fully understood, is a key contributor to suboptimization.