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Bill Pflanz
asutherland said:Common sense is new.
Bill Pflanz
asutherland said:Common sense is new.
Well, let's see:asutherland said:Come, come now.... you have never been told or informed of something you never heard before and said to yourself, hummm, thats common sense.
If so, how could it be common.... you didn't know it?![]()
FWIW:
Also to be considered is the mental state or competence of business leaders who would let their business become FILTHY and thus have to engage in a massive cleanup."
My view on "Lean" is primarily from an Operations Research perspective. Lean and JIT were an outfall of efforts to optimize the total cost of inventory versus costs of stock-out. You can further extend this to a cost optimization of the whole system, as long as you are indeed capturing TOTAL costs, not just short term costs or easily retrievable direct costs.
There is an interesting paradox. I have seen lately folks complain that we shouldn't rely on "guru" positions (such as don't blindly follow Juran or Deming or Harry or whomever). Yet, there is an advantage when a single person defines a management theory. We have to rely on his/her opinion and take it or leave it.
With "group" developments like "Lean" or "Six Sigma" there is no single owner - and thus we end up with different interpretations of what the "program" entails. Witness the latest fun with Six Sigma on the ASQ Discussion Boards.
Dear Sir,
Can you please send some training material of Deming prize