November 11, 2019
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,
Read article
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,
Read article
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.
Read article
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.
Read article
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!
Read article
At one point in our careers we all have been part of executive development. Some good, some could have been executed better.
I often see mistakes and/or steps missing in executive development implementation. So before jumping in to the deep end of the pool, there are four elements that should be concerned:
Read article
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…!
Read article
I’m working with a client, and we are ready to Go-Live with a systems implementation for inventory optimization and replenishment planning. We’ve already successfully implemented demand planning, and at this moment, everything is pointing toward another successful launch.
However, spending a few minutes to brainstorm the factors that could go wrong in the post Go-live phase is beneficial. Here are my Top 5 mistakes.
Read article
First understand EVERYONE needs a coach! Every successful person has a coach. Think about this. All sports players have different types of coaches; training, diet, batting, throwing, etc. Entertainers have; voice, acting, diet and training.
Why do we think a leader is broken if they get a coach? Because we assume so!
When working with clients: The first thing I do is to assume no one is broken.
Read article
rticle after article has been written about the advantages of complexity reduction and what should be done. However, too often there is little focus on the root cause of entropy creeping into the enterprise. A recent Forbes article outlines the seven steps to reduce complexity. Each step mentioned addresses the symptoms of the illness and not the disease. We are not doing a good enough job of asking, “Do we really need so many exceptions?” or “That’s a really stupid rule”. Rather, we need to be asking, “What’s driving and creating such complexity?”
Read article
Often, I read that incrementalism is dead. And the way forward is innovation. I view the debate differently.
Within organizations there is a diverse group of people. I see incrementalism and innovation as different tools within a tool chest. You would never think of using a wrench in place of a screw driver. So why would you expect to have a kaizen to address getting the last 0.1% rework out of a bottleneck process?
I believe the biggest error made when working with innovation and incremental tools, is the misalignment assigning individuals to each tool and not understanding the shortcoming of each.
Read article