Business Basics
Home Page

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


lean manufacturing principles and techniques training

A training program that gains employee understanding and commitment
Lean Manufacturing Training Program

If you want to get to the top of the latter, forward this Web page to your CEO/HR
Mfg. Mgmt. Development Program

Continuous Improvement - Part 8 of 8

Part 1  Part 2   Part 3  Part 4  Part 5  Part 6  Part 7  Part 8

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

 Book: "Back to Basics"


privacy policy



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

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

Lean Manufacturing




The largest surprise we noticed was the camaraderie. Shared war experiences always create a strong bond­ing. Morale increased by team members and even some non-team members. People are often looking for boundaries, and knowing where these boundaries are helps people to be innovative within these limits. In a large corporation, it is often difficult to understand where certain initiatives originate and what is the power behind the push. With a firm structure in place, it provides a framework that everyone must work around, and this can be used to your advantage by asking new suppliers or other employees to adhere to the standardization process. Mostly, it was a knowl­edge process. In the past, few knew about new initia­tives until they were rolled out. This resulted in unneeded resistance, overlap, delay, and additional cost. Just providing a forum for documenting these systems was a gigantic leap forward.

Another surprise and hence the largest warning is the amount of time required to complete standardization. There is a significant time requirement, but this is needed if you want to make a decision that is supported by all parties. The last big surprise was the amount of support that was received when the work was completed. Although much resistance was recorded initially, when the information was driven to non-subjective hard data, resistance melted away. At the end of the process, the original combatants became supporters.


There's no doubt about it, standardization management can help your business stay competitive and be more profitable. Standards eliminate excess costs, boost productivity, satisfy consumer needs, and protect the workforce and the public. Far from impeding business, standards are the foundation for innovation, because they hasten the rate of implemen­tation of new technology. Standards and technology are natural partners to the strategic marketing plan, which is clear evidence that standards should be the concern of business managers as well as of the engineers and technicians. Even with the best of intentions, why do processes and systems always tend toward non-standardization or sheer overkill on standardized processes? It is called vested in­terests. Keeping this balance is a challenge that takes con­stant oversight and management. It is tempting to always latch on to the latest and greatest, but there is a price to pay: basically cost, training, and quality. But you cannot lag behind your competition just because you are afraid to make changes. The question is not which is most im­portant, but how to use one to complement the other-using only one is a strategy for corporate failure.

Part 1  Part 2   Part 3  Part 4  Part 5  Part 6  Part 7  Part 8

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 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