Operations


Aug

28

2012

Be Selective about Lean Implementation for Rapid Results

Contributed by Terry Mercer I recently read a definition of Lean by Mark Doman in the Target Magazine: “Lean is a system that creates a physical and social environment where problems are quickly identified and then solved by motivated employees who are trained to eliminate waste in their processes so that customers receive the highest quality products and/or services at the lowest cost in the...

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Aug

28

2012

Master These Three Processes First in Order to Thrive in 2013

Contributed by David SheddEvery year, countless companies undertake process improvements and change initiatives. Most fail. Generally, they fail for one of three reasons: The process or initiative was not the most important thing for the company to work on at that time to improve the bottom line and/or realize growth. The employees in the organization did not take accountability and responsibility for the success of...

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Aug

24

2012

Prepare for 2013 by Taking Care of the Basics

Contributed by Andrew Bart As the business environment becomes more global in nature, competition is increasing not only within the US but worldwide. Our world is definitely becoming a smaller place, economically, politically as well socially. Events such as environmental warming, wars, regional (e.g. European) debt crises as well as extreme poverty are impacting each of us no matter where the original event takes place....

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Jun

25

2012

“Just-In-Time-Executives” for Uncertain Times

While speaking recently with the CFO of a Fortune 500 company, it became clear that the need for just-in-time-executives is everywhere no matter the size of the company. Temporary executives are a great solution to fill the part-time need or full time gaps. Since we can’t predict the future and as unstable as the economic and political environment continues to be, it helps to have...

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May

29

2012

Do You Know Your Hidden Costs of Operations?

In our recent article, “Putting Muscle into Operations: Questions that Reveal Harmful Levelsof Frailty in a Critical Corporate Function” we offer a concluding recommendation that CEOs take an operational assessment. Akin to an audit, such an assessment examines some of the possible weaknesses our interim Chief Operating Officers, or COOs, helped us identify for the article, as well as help make forward projections for the...

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