If you’re like me, you likely rely on e-mail for many for functions.
Many times we take to path of least resistance. When you’re a Supply Chain or Operations team member with a heavy work load trying to get the daily task completed, it’s common for short cuts to be taken; hence the path of least resistance. These work-arounds become tribal knowledge and halt proper change management.
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Volume 3 | Number 1 | January 2020
Scrapping the Notion of New Year’s Resolutions
We are now into the third full week of the New Year. If you made resolutions, how many are still in-place? Statistics show 90% are dropped within the first 30 days.
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When Ludicrous becomes Scandalous.
I like to have fun with the words ludicrous and scandalous. By personal definitions are as follows:
Ludicrous; We’ve all been there… Billy always has the crazy ideas. Often, they’re actually worth looking into and determining if they have any substance. However, with any good brainstorming there are the occasional ludicrous ideas. There is absolutely nothing wrong with the occasional ludicrous idea, just don’t spend resources on it.
Scandalous; Is spending time and money on that ludicrous idea…!
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Entropy Busters® Series
Volume 2 | Number 12 | December 2019
Sacrificing the Important for The Urgent
Do you or anyone within your organization ever sacrifice the important for the urgent? This is one of the key challenges of many organizations. When you look at the team member’s challenges: e-mails, mobile phones and open work spaces, it’s nearly impossible to find the quiet time and space to complete meaningful work. This reality is echoed by team leadership. Many, if not all, say they would love to work on certain priorities…if they only had the time…
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Why do we care about inventory?
Volume 2 | Number 11 | November 2019
Knocking Off the Training Wheels
Recently, I attended two industry functions and spent several days with other consultants, advisors and strategists. It’s always great to be around other smart people. It makes you elevate your own game.
However, there can be a downside to meeting with these professionals.
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Don’t fool yourself by only considering incremental cost.
World class organizations think enterprise wide when completing cost analysis.
Don’t get trapped into trying to optimize,
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So what is the difference between a vendor and supplier partner?
A vendor supplies products. Examples are; when at a sports or entertainment venue and you buy; soda, beer, food or candy.
Suppliers are enterprises providing goods and services that are recognizable to you as the customer.
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A colleague recently asked what I use to train Change Management.
Leadership starts with Change… And Change starts with Leadership…
Helps to set the tone of importance and the dependence of both.
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Let’s start with the realization that plan “A” to relocate operations to China had a major flaw. If you moved manufacturing to China, India or any other low- cost producing country with the intention of importing goods back to North America or Europe (half a world away), then your plan was unsound!
I was taught to do everything possible to reduce lead-times and increase inventory velocity! Why is this important? Longer lead-times increase inventory. More inventory equates to less profits. Why? Because inventory delays fixing problems. When I see corporations chasing the labor “ghost”, I cringe! Labor typically accounts for 8-12% of the total cost of ownership. But too many leaders only have one play in their play book: to reduce labor costs by moving head count to low cost countries! They are missing 90% of the total cost of ownership!
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