Most of us have heard of kaizen—continuous improvement of philosophy and methodology. In business, this involves all employees working to improve a company's processes to lean it out, to run with less waste.
We need to hold people accountable. I invite you to just look at that sentence for a minute. I hear it in every organization we work with. Every. Single. Time.
Once students learn how to sound out words, reading is easy. They can speak the words they see. But whether they understand them is a different question entirely. Reading comprehension is complicated.
More and more, manufacturers are becoming the target of hackers, but what can they do about it, if anything? It seems every month, maybe even every week, we hear about some sort of data breach or cyberattack. Think Facebook, Google, and Marriott.
Today I’m looking at Factory Physics and the Toyota Production System (TPS).
Walmart recently announced it plans to deploy robots to scan shelves, scrub floors, and perform other mundane tasks in its stores as the
Back in the good old days, if you were in a position of authority, you could just announce what needed to be done and assume it would be carried out. But times have changed.
When you look at standards like IATF 16949 or ISO 9001, the requirements boil down to two essential elements: improving customer satisfaction and reducing risk.
One of my favorite quotes comes from George Bernard Shaw, who said that all change in life originates from unreasonable people.
Knowledge of kaizen theory, principles, tools, and experience in application are of course very important in leading successful kaizen events that drive real bottom-line results.