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Some Lean practitioners do not believe in optimizing machining processes. For example, if a machining center had a part output for a work week of 5 on Monday, 10 on Tuesday, 6 on Wednesday, 5 on Thursday and 8 on Friday. The lean expert would say that the production should be leveled, or smoothed ("Heijunka" in the language of lean) to the lowest output of 5 per day because they know that could be consistently maintained. However, we look at the day with the output of 10 parts. That shows us its POTENTIAL. With science-based processes, we can determine how to maintain that output. This optimized production may causes bottlenecks elsewhere in the shop, but they could be addressed dramatically increasing productivity, and profitability. Or, if it too much of an issue, you can shut the machine down at noon and save half the operating costs. Running slower than the system's capability because your process is not repeatable is not lean.