“Operational Excellence is a state of readiness that is attained as the efforts throughout the organization reach a state of alignment for achieving its strategies; and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there – to pursue ‘Operational Excellence by Design‘, and not by coincidence.” -Joseph F Paris Jr; Chairman, XONITEK® Group of Companies
By Joseph Paris; Chairman, XONITEK Group of Companies
The Thanksgiving Day feast is barely digested – yet there is still a week or so of leftovers remaining. I remember, as a child growing-up in Endicott, New York, always marveling at the variety of dishes that could be made from the remnants. With so many leftovers from every dish served during the prior day’s feast; gastronomically speaking, the day after Thanksgiving was very much like Thanksgiving Day itself – the only major difference being; instead of watching football games we would go Holiday Shopping.
The Saturday after Thanksgiving was time for hot, open turkey sandwiches where you have a slice of bread and put some turkey on it (some slices, some pieces, or whatever solid bits were available) and pour the remainder of the hot gravy over it – what a delight. This was usually the end of the gravy and also the end of the dominance of the turkey as the primary ingredient of the meal. From this point on, turkey was going to command lesser and lesser roles – along with a decreasing ability to identify the part of the dish that was turkey – until finally and most blessedly, the “coup de grace“, some form of turkey soup.
By the time you read this, Black Friday and the first weekend after Thanksgiving will have passed – and you probably did quite a bit of Holiday Shopping already. But I have two questions to pose:
1. What is value – in your eyes – this Holiday Season?
Maintenance that Adds Value to OpEx: The Implementation of TPM in 20 Steps for non-Japanese Manufacturers
By Deniz Isik
Total Productive Maintenance (TPM) originated in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources. Within years TPM evolved as a management approach and spread all over the world. T stands for Total, P stands for being Productive, and M is representing Maintenance / Manufacturing / Management.
TPM has a long history starting from a Japanese idea that can be traced back to 1952, when preventive maintenance was introduced into Japan from USA. Nippondenso, part of Toyota, was the first company in Japan to introduce plant wide preventive maintenance in 1960. In preventive maintenance, operators produced goods using machines while the maintenance group was dedicated to the work of maintaining those machines.
How can executives (or any of us, for that matter) use what we know about inventory management to make better choices about personal consumption – and improve our lives by working toward new goals with the money saved?
Brian and his wife, Tonya, plan to pack their lunch from home for a year to finance a dream vacation in Rome and improve their overall nutrition. They consider the cost of holding inventory (spoiled food, overflowing freezer) alongside the cost of obtaining it (gas money and time to go to the store) and the cost of not having it when it’s needed (no packed lunch, must make plans to buy.) They decide on their goals, their risk tolerance for lunch material stock-out and the review-and-reorder process that will keep them sufficiently supplied.
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