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Suggest You - Three Perspectives on Lean
Speak of workshops and people generally perk up with interest. It could be a workshop about gaining confidence. Or it could be about being able to find romance. Workshops are big business these days. So, learning how to attract your audience is the first thing you will need to learn if you are to run a successful workshop.My art workshops are generally smaller than most workshops you might be imagining. I am not talking about the kinds of audiences that Anthony Robbins and Jack Canfield normally motivate in speaking engagements. But, once in awhile you might see one o
It doesn't matter what business or investment you are looking at...it all comes down to analyzing a few key factors.The higher each of these factors rate with you, plus the combination of them all, the better your potential for return.Industry - Is the business's industry expanding or contracting?Trends - Will you be ahead or behind the trends?Timing - Are you early or late in the product & industry life cycle?Products - Do they provide value for money to the end user?Uniqueness - Does the company have any exclusivity, patents, etc?
There are currently ongoing debates about Shingo’s influence on the Toyota system. The facts are that he taught Industrial Engineering courses at Toyota for over 25 years from 1955 onwards. He taught the people who implemented Lean the engineering principles behind it. He saw Lean in terms of Non-Stock Production – producing with minimal inventory. There is a grain of truth in Dan Jones’ comment above, in that Toyota have never been too interested in theory, only practice.
Shingo was a theorist as well as an engineer, and his theory was articulated as far back as 1946. The theory was that manufacturing is a network of process (product flow) and operations and that non-stock production meant focusing on flow not individual operational efficiency. He derived this from Henry Ford’s dictum that the longer anything is in the factory, the more it costs, at exactly the time when Sloan and GM were doing the direct opposite. How much Toyota were influenced by this theory, or how far Shingo’s theory is just an explanation of Toyota’s developing practice is being debated, but there is a match between theory and practice. The overa
Last time I was hiking in Montana's Glacier National Park, I stopped to view through binoculars, a mountain goat trekking atop a rock cliff. My husband, viewing the switch-back trail we'd just climbed, happened to see a grizzly bear cross behind a group of hikers a hundred yards below us. With my narrowed focus, I never saw the bear. Our different views yielded different impressions.It's like that at work, too. We survey our landscape using departmental binoculars, seeing through lenses of a work group, a site, a division, a subsidiary, or a corporation. We may see the go
Shingo was a theorist as well as an engineer, and his theory was articulated as far back as 1946. The theory was that manufacturing is a network of process (product flow) and operations and that non-stock production meant focusing on flow not individual operational efficiency. He derived this from Henry Ford’s dictum that the longer anything is in the factory, the more it costs, at exactly the time when Sloan and GM were doing the direct opposite. How much Toyota were influenced by this theory, or how far Shingo’s theory is just an explanation of Toyota’s developing practice is being debated, but there is a match between theory and practice. The overa
So now its time to take that big plunge and be your own boss. Where will I start? What do I look for? And for that matter what business will I buy? Will I relocate? Can I get finance? Who do I go to for the right advise?These are just a few of the concerns when you decide on buying a business and believe me its not an easy road ahead, but with the right advise and the right business for you there are rewards unlimited to help you on the way to building a bank and a good quality of life. This article will help you all the way.Important Points when Buying a Business Dan Jones’ comment above, in that Toyota have never been too interested in theory, only practice.
Shingo was a theorist as well as an engineer, and his theory was articulated as far back as 1946. The theory was that manufacturing is a network of process (product flow) and operations and that non-stock production meant focusing on flow not individual operational efficiency. He derived this from Henry Ford’s dictum that the longer anything is in the factory, the more it costs, at exactly the time when Sloan and GM were doing the direct opposite. How much Toyota were influenced by this theory, or how far Shingo’s theory is just an explanation of Toyota’s developing practice is being debated, but there is a match between theory and practice. The overa
Sadly, many “top” companies today would likely flunk a spiritual audit.Hidden behind the endless talk of organizational values, are profit-driven, high-pressure labor camps trading paychecks -- and diminishing perks – for your soul. All of which means that uncovering a company's corporate culture is a critical task for today’s job searcher. As important as the job itself.To find a company that recognizes you have needs and desires beyond the workday – children, aging parents, personal interests, church and self -- start with the highest level view of the qualities
When selling yourself, be quick, direct, and get your point across in less than half a minute. We’re always on a hyper deadline. No time for small talk. Tell me what you have and let’s go. 10-second sound bites, three word emails, short hand text messages—speed of communication is king. You can either resist this fast pace and lose out, or make it work for you and watch it pay off nicely.Small business owners: get to the point fast and then get faster. Give your unique selling proposition without fluff. If you have a janitorial supply company, skip the long description. T
The second perspective is Professor Fujimoto’s Evolutionary Learning perspective, which is detailed in his book ‘The Evolution of a Manufacturing System at Toyota. I find the evolutionary perspective particularly valuable in explaining why the Toyota Production System works. Professor Fujimoto identifies three characteristics of the Toyota learning system – reliable standard methods, reliable standard problem solving techniques and experimentation. Again, I doubt Toyota would describe themselves in this way, although I am sure they would applaud the emphasis on standard methods. As well as explaining how Lean developed at Toyota, Professor Fujimoto gives valuable insights into how companies can develop their own implementation strategy.
A third perspective is that of H Thomas Johnson, who studied Toyota USA for his book ‘Profit Beyond Measure’. Johnson’s theory is that Toyota ‘manage by mea
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