Ralph Waldo Emerson

Lessons from the NFL: Calling Plays in Your Operation

Unlocking the value in your operation requires a specific work design that maximizes the utilization of resources. One of the key resources is labor. Much like the positions on a football field, each person in the operation needs a special role and their efforts coordinated to produce the best outcome.   There are two reasons […]

William Arthur Wood

An Ounce of Stability is Worth a Pound of Ideal

World class organizations value stability. Reliable equipment, processes, and people comprise the foundation which allows them to reach for the ideal. The Toyota Production System “House” visualizes the ideal state as the lowest cost, highest quality, and short lead-time, but at the foundation is stability. Reliable Equipment, Processes, People, and Material Reliability allows an organization […]

Thomas Edison

Who Will Do What by When?

Unlocking the value in your organization requires accountability at all levels. Like in the National Football League, everyone must do his/her job. As problems are identified, actions need to be assigned and completed. There are three critical questions that make accountability for these actions far more robust: who will do what by when? Who When […]

Nishan Panwar

Hope is Not a Strategy

“Some” is not a number and “soon” is not a deadline.  The best operations understand that the value in creating a strategy, setting a target, and committing to a deadline comes from the work put into the prediction. The value is the hypothesis.  The beautiful thing about the scientific method is that it always fails […]

W. Edwards Deming

Five Whys – Not One Who

Unlocking the value in an operation requires people. They are the only resource in an organization that can solve problems. There are two specific reasons that it’s necessary to focus problem solving on why a problem occurred rather then who had the problem. Engagement begins with why, and your problem is not a who. Engagement […]