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Who is Bill Gaw?
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Lean Manufacturing Practices

Lean Manufacturing Practices

 


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MANUFACTURING BASICS & BEST PRACTICES BULLETIN

Now serving over 9167 subscribers

Competitive Knowledge for Manufacturing People 

Lean manufacturing practices
==========================================

May 23, 2005

Hi [[firstname]], welcome back. 

I'm often asked, "What is the most important personal 
initiative that one should master in pursuit of 
business and personal success?" 

Since there are several crucial skills and practices 
associated with successful people, the most important 
is really dependant on the business environment and a 
person's persona. That said, I believe that one's 
ability to make positive things happen in difficult 
working environments is most important.

All of the successful people I have known have had the 
ability to make positive things happen in difficult 
working environments. They got there by mastering the 
process of identifying, pursuing and achieving stretch 
goals. 

If you're interested in improving your ability to make 
positive things happen in a difficult work environment, 
don't miss reading this weeks article, "Make Success 
Measurable with SMART."

Have a nice day, keep the faith, and stay connected.

Bill Gaw
Business Basics, LLC
Bg@bbasicsllc.com
760-945-5596

P.S. Manufacturing leaders have a responsibility to 
educate and train their team members. To help you
meet your commitment, we have extracted 20-training 
modules from our popular e-Tutorials to provide 
you a cost-effective option. How cost-effective?
How does $76 per module sound. Click on the below
link to check it out.

http://bbasicsllc.com/training-modules.htm

Lean manufacturing practices

==========================================

Make Success Measurable with SMART

Douglas Smith in his book, "Make Success Measurable" 
gives us some good advice on how setting specific 
goals allows actions to become meaningful in many ways. 
He suggests that we apply the acronym SMART in 
establishing performance goals.

* S is for Specific. The more tightly you can define 
your goal, the more directed and focused your actions 
will be. Consider the goal of "reducing the time to 
market of new products by half while doubling the hit 
rate." It uses specific measures, double and half, to 
tell everyone how much the company seeks to improve. 

* M is for Measurable. Goals must be measurable if 
you hope to benefit from the tracking and corrective 
action that are so critical to performance. Even if 
the metrics are subjective, you should be able to 
assess how much progress you're making.

* A is for Aggressive. Setting lofty goals is 
inspiring: the higher we aim, the more we achieve. But 
A is also for Achievable. Set stretch goals, but don't 
put them too far out of reach.

* R is for Relevant. The goals should pertain directly 
to the performance challenge. It's almost a reflex to 
pick lagging indicators such as revenues and profits. 
But if Sears wishes to increase the number of customers 
who purchase from more than one department on each 
store visit, the most direct and relevant goal is 
"multiple department purchases per customer per visit."

* T is for Time. Ask yourself: When will we reach this 
goal? Then set a time. Without a deadline, a goal is 
meaningless. Be careful to make the time frame relevant 
to the task. Don't select it just because it matches 
the corporate calendar.

Setting goals, achieving them, and then setting new 
goals is a cycle that should never end. To do this 
effectively, set SMART outcome-based-goals, as just 
discussed. Next, exert the effort required to progress 
and learn; don't think the goals will achieve 
themselves. Ask what worked and what didn't.

Be sure to pursue goals in real time, not organization 
time. That is, work on achieving your SMART goals 
between meetings, not just during them. And then go 
through the cycle a second time, a third time, and so 
on, each time setting and reaching more interesting 
and challenging goals.

High performance companies don't wait until annual 
performance evaluations to acknowledge achieved goals. 
They acknowledge and celebrate in real-time as goals 
are achieved, and people possessing the ability to 
make positive things happen in difficult working 
environments set the bar higher and reinitiate their 
pursuit of the new goal.

Lean manufacturing practices

==========================================

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==========================================Lean manufacturing practices



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

Manufacturing Knowledge you'll not find at offsite 
seminars nor in the books at Amazon.com

Lean Manufacturing - Balanced Scorecard 
ISO 9000:2000 - Strategic Planning - Supply Chain 
Management - MRP Vs Lean Exercises - Kaizen Blitz 
Lean Six Sigma - Value Stream Mapping

All at one Website: http://bbasicsllc.com

==========================================


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Manufacturing leaders have a responsibility to educate and train their team members. Help for developing a self-directed, World Class Manufacturing training program for your people is just a click away:


http://bbasicsllc.com/training-modules.htm

You are welcomed to print and share this bulletin with your manufacturing teams, peers, suppliers and upper management ... better yet, have them signup for their own copy at:

http://bbasicsllc.com/subscribe.htm

With the escalating spam-wars, it's also a good idea to WHITELIST our bulletin mailing domain via your filtering software or control panel: 

bizbasics@getresponse.com



This will help guarantee that your bulletin is never deleted unexpectedly.


Manufacturing Knowledge you’ll not find at offsite 
seminars nor in the books at Amazon.com


Lean Manufacturing - Balanced Scorecard 
ISO 9000:2000 - Strategic Planning - Supply Chain 
Management - MRP Vs Lean Exercises - Kaizen Blitz 
Lean Six Sigma - Value Stream Mapping

All at one Website: Good Manufacturing Practices

Lean manufacturing practices

 


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