Business Basics
Home Page


Who is Bill Gaw?
And why should we
listen to him?

 


lean manufacturing principles and techniques training

If you have lean manufacturing
training responsibility, click
on the below link:
Lean Manufacturing Simulation Game

If job security and employability
are important to you, click
on the below link:
Your Career Advancement

Article: Global Survival - Part 5 of 5
Part 1  Part 2    Part 3   Part 4  Part 5



Get Bill Gaw's Lean Manufacturing Book
$15.00 Click Here

 Book: "Back to Basics"

 


privacy policy

987

760-945-5596

Other Training Options:

Lean Sigma Assessment

Lean Six Sigma Implementation

Lean Six Sigma, Certification Program

Lean Six Sigma Forum

Lean Manufacturing Basics

Lean Manufacturing Assessment

Lean Manufacturing Transformation Training

Shop Floor Control

Lean Manufacturing Principles and Techniques

Lean Manufacturing Simulation Game

Lean Manufacturing Certification Program

Lean Manufacturing
Seminars

Kaizen Management Training

Lean Manufacturing Problems and Solutions

Lean Manufacturing Seminar-in-a-Box

Supply Chain Management Training Program

Strategic Planning Training Program

Thinking-Outside-the- Box Workshop

Lean Management PowerPoint Training Modules

Lean Manufacturing
Articles

Lean Manufacturing
Consulting

 

THE ACTION

In today's fast-paced world, the urgent drives out the important, let alone looking out into the future, which for the most part goes unexplored. As a result of this the capacity to act, rather the capacity to think and imag­ine becomes the sole measure of leadership.

 

Even if a present-day company succeeds at restruc­turing and reengineering but fails to look into the fu­ture, it can only keep one step ahead of delivering margins and profits of yesterday's business.

 

We all have holier-than-thou, high-profile initiatives, but it's not enough in today's or tomorrow's markets.

 

There must be a fire-breathing action plan to spark the hearts and minds of everyone in your company.

 

There are many objectives to be explored. The com­pany must have an action strategy to...

     Identify hidden challenges.

     Begin to secure long-term advantages starting today.

     Build capabilities required for success.

Each action plan is an ongoing strategic process that gives a group of customers a better deal than the com­petition can and still make money and continue to do so as the future and the environment changes. A simple translation is to provide the best deal profitably over time.

 

Any action plan that doesn't make a connection to delivered benefits, price, and costs over time is not go­ing to provide real guidance for day-to-day managers. The benefits, price, and costs are derivatives of the value chain to the customer.

 

Stakeholders demand double-digit increases and prof­its year after year, yet we have more of the same manage­ment thoughts and actions to accomplish this tall order.

Traditionally your product or service goes up against that of your competitor and someone wins. You improve your productivity by listening to your customer and by investing in the supply chains that create it.

Oh...no...forget all that!

The traditional mindset of competition totally ig­nores the context or environment within which busi­ness lies. It ignores the co-evolution with others in that environment that creates cooperation and conflict in its natural state.

Excellent businesses can be destroyed by conditions around them (a la the economic shock of the Asian flu). Even an excellent restaurant in a failing neighborhood will likely die.

Often we are guided by incorrect assumptions and poor data to where even very capable managers may per­sistently make what appears to be bizarre mistakes and poor decisions.

Some bad assumptions that can be made are...

     All of your competitors see the market in the same
way your company views it.

     Your competitors know everything you know, but
they do not know anything more than that.

     Every one of your competitors, in any given situa­
tion, will behave as you would.

     Your competitors will continue to act in the future
as they have in the past.

The results of these assumptions are naively devastating.

THE SUMMARY

The facts have been presented.

•   Fast-paced hyper-competition is emerging as a result
of significant global changes.

     New-age competition is fast companies generate ad­
vantages and market power while faster ones gener­
ate more advantages and greater market power and
no one's advantages are guaranteed to last long.

     Today's business environment is becoming increas­
ingly hostile. Expect business environments to be even
more warlike.

     We must be prepared to manage in an upside-down,
frenzied world.

     We must pick up where traditional ideas leave off.

     We must have substantial and sustained intellectual
energy to have a spectacular business strategy and
successful business that will continue to be robust.
Are you ready? Then get set and...

JUST DO IT.

Continued

Part 1  Part 2    Part 3   Part 4  Part 5


Bill Gaw's Lean Manufacturing & Six Sigma Bulletin (LMSSB)

To stay current on Lean Manufacturing and Six Sigma knowledge and implementation know-how, subscribe to Bill Gaw's Lean Manufacturing Six Sigma Bulletin and you'll receive his weekly solutions to the reasons why 80% of lean initiatives fail to meet expectations. And as a bonus we'll send you a download copy of our eBook, "Thinking-Outside-the-Box.". (All at no cost of course.).

 Simply fill in your first name and email address and click on the bar below:

        Your personal information will never be disclosed to any third party.

First Name:
Your E-Mail:

Here's what one of our 15,000 plus subscribers wrote about the LMSS Bulletin:

"Great manufacturing articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again."

               Kerry B. Stephenson. President. KALCO Lighting, LLC


Knowledge and implementation know-how you'll not find in the
books at Amazon.com... neither in the APICS Package 
nor the Harvard Business School Press.  

Business Basics, LLC
6003 Dassia Way, Oceanside, CA 92056
West Coast: 760-945-5596 

© 2000-2013 Business Basics, LLC