I was reminded of an interesting story this past week and thought I'd share it here. It speaks to how we resist change, go with the status quo and jump on board a sinking ship (or sagging economy?).
It all started with a cage containing five monkeys ...
Inside the cage, a string of bananas were hanging above a set of stairs. Before too long, a monkey went to the stairs and started to climb towards the bananas. As soon as he touched the stairs, all of the monkeys were soaked with ice cold water.
A while later, another monkey made an attempt with the same result - all the monkeys are soaked with ice cold water.
Pretty soon, none of the monkeys tried to climb the stairs.
The water supply was then shut off. One monkey was removed from the cage and replaced with a new one.
The new monkey saw the banana and went to climb the stairs. To his surprise and horror, all the other monkeys attacked him.
After another attempt and attack, he learns that if he tries to climb the stairs, he will be beaten.
Another of the original five monkeys was then replaced with a new one. The newcomer approaches the stairs and is attacked. The previous newcomer enthusiastically takes part in this punishment! After another attempt and attack, he too learns that if he tries to climb the stairs, he will be assaulted, so he stops trying.
A third original monkey is replaced with a new one, then a fourth, then the fifth. Every time the newest monkey approaches to the stairs, he is attacked.
Now, the monkeys that are beating him have no idea why they were not permitted to climb the stairs or why they are participating in the beating of the newest monkey. By replacing all the original monkeys, none of the remaining monkeys have ever been soaked with the ice cold water.
Nevertheless, no monkey ever again approaches the stairs to try for the bananas.
Why not? Because as far as they know that's the way it's always been done around here!
So this is how company policy is maintained! This is how a culture develops. And this, my friends, is why there will be no more changes around here!
A fable so close to reality - it hurts.
Norm
www.normanbain.com
Monday, January 26, 2009
Thursday, January 22, 2009
Do you have a road map?
Every day I pick up the paper and read about companies cutting jobs. The Globe is cutting jobs in Toronto, The Free Press is cutting jobs in Winnipeg, 4500 jobs lost at Boeing, Air Canada closes its flight center, Snow lake shuts down its mine, Paper mills close down never to re-open. Even Microsoft announced today that they are cutting 5000 jobs, 1400 today. There were 636,000 Manitobans looking for work in December last year, unchanged from November.
The past few years we focused on how to deal with unpredictable rising costs of materials. What will the challenge be in 2009? The Global Insight forecasting firm said the country will lose an additional 100,000 jobs in the first 3 months of 2009. Do you have a plan?
Todays leaders face bigger challenges than ever before. The financial markets are in crisis and it seems the economy is not far behind. How well equipped are you to face these mounting obsticals. Do you have the right teams in place to tackle your key issues.
I have released a new ebook entitled "The 5 Action Steps That Will Make Your Business At Least 50% More Profit in The Next 90 Days". It is available free at the NBI website http://www.nbi.onlinenow.ca. Just visit the site and enter the phrase "Profit" in the "Get It" box.
Sometimes it seems like we need an “oh-shit” experience to take action. We wait until we are in real trouble before we take action. A crisis makes us become more focused. It wakes us up to what was under our noses all along – but we were too busy to pay attention.
I hope you are not in crisis. I hope you are looking for a way to strengthen an organization that is already strong. Whether you are or are not in crisis, this ebook will help.
Norm
www.normanbain.com
The past few years we focused on how to deal with unpredictable rising costs of materials. What will the challenge be in 2009? The Global Insight forecasting firm said the country will lose an additional 100,000 jobs in the first 3 months of 2009. Do you have a plan?
Todays leaders face bigger challenges than ever before. The financial markets are in crisis and it seems the economy is not far behind. How well equipped are you to face these mounting obsticals. Do you have the right teams in place to tackle your key issues.
I have released a new ebook entitled "The 5 Action Steps That Will Make Your Business At Least 50% More Profit in The Next 90 Days". It is available free at the NBI website http://www.nbi.onlinenow.ca. Just visit the site and enter the phrase "Profit" in the "Get It" box.
Sometimes it seems like we need an “oh-shit” experience to take action. We wait until we are in real trouble before we take action. A crisis makes us become more focused. It wakes us up to what was under our noses all along – but we were too busy to pay attention.
I hope you are not in crisis. I hope you are looking for a way to strengthen an organization that is already strong. Whether you are or are not in crisis, this ebook will help.
Norm
www.normanbain.com
Tuesday, January 20, 2009
Keep an Open Mind
No matter how open minded we think we are, there are occasions where we get caught being closed. That happened to me this week when a friend of mine came forward with an off the wall comment. He said it with a smirk on his face that made me call bull$%^&. I must admit, I was wrong.
He and I both wear glasses. I have worn them most of my adult life, having been surprised that I could not see well enought to pass my DOT medical without corrective lenses. I've tried contacts and wore them for several years. But having lost them water skiing and not being able to wear them while working in food plants and weld manufacturing operations, I just resigned to wearing glasses. My wife has suggested getting Laser corrective surgery - maybe some day, my prescription has been the same for years so I am likely a good candidate.
So living in Western Canada, the typical day is in the -20 C range. It gets colder, hence our reputation, but that's an average that most residents are comfortable with. So when I walk into a home, office, mall or other building - the glasses instantly fog up. An entire industry has cropped up for anti-fogging solutions - creams, sprays - I've heard of them all. We were discussing how effective these solutions are, when he suggested I just back into the building.
What? I thought I miss-heard his comment, or his Timmy's coffee was a tad stronger than normal. But he held firm stating that if you enter the building backward, there is something about the warmth of your face that eases the shock factor and your glasses will not fog. So I tried it last night when I got home. And it worked. So I went outside to shovel the walk, and when I returned, I walked straight in - instant fog.
Interesting phenomenon. I'll have to eat my words next time I see him. I don't expect it will work at -50, but then, what does at -50. It worked several times today.
Now the danger is that everyone will be walking into the office and shopping malls backwards once they hear about this. Sounds like a safety hazard to me. Although I'm not sure its more risky than stumbling about with the glasses fogged up - or with them in hand, frantically waiving them about to clear the lens. Maybe we can install moving sidewalks like they have in Vegas so we can turn around and enter safely. A new business opportunity?
So, next time you hear a "dumb idea" from your team, don't be too quick to judge. There may be some gold nuggets in those "off the wall statements" you hear. We just have to figure out how to capitalize on them!
Norm
www.normanbain.com
He and I both wear glasses. I have worn them most of my adult life, having been surprised that I could not see well enought to pass my DOT medical without corrective lenses. I've tried contacts and wore them for several years. But having lost them water skiing and not being able to wear them while working in food plants and weld manufacturing operations, I just resigned to wearing glasses. My wife has suggested getting Laser corrective surgery - maybe some day, my prescription has been the same for years so I am likely a good candidate.
So living in Western Canada, the typical day is in the -20 C range. It gets colder, hence our reputation, but that's an average that most residents are comfortable with. So when I walk into a home, office, mall or other building - the glasses instantly fog up. An entire industry has cropped up for anti-fogging solutions - creams, sprays - I've heard of them all. We were discussing how effective these solutions are, when he suggested I just back into the building.
What? I thought I miss-heard his comment, or his Timmy's coffee was a tad stronger than normal. But he held firm stating that if you enter the building backward, there is something about the warmth of your face that eases the shock factor and your glasses will not fog. So I tried it last night when I got home. And it worked. So I went outside to shovel the walk, and when I returned, I walked straight in - instant fog.
Interesting phenomenon. I'll have to eat my words next time I see him. I don't expect it will work at -50, but then, what does at -50. It worked several times today.
Now the danger is that everyone will be walking into the office and shopping malls backwards once they hear about this. Sounds like a safety hazard to me. Although I'm not sure its more risky than stumbling about with the glasses fogged up - or with them in hand, frantically waiving them about to clear the lens. Maybe we can install moving sidewalks like they have in Vegas so we can turn around and enter safely. A new business opportunity?
So, next time you hear a "dumb idea" from your team, don't be too quick to judge. There may be some gold nuggets in those "off the wall statements" you hear. We just have to figure out how to capitalize on them!
Norm
www.normanbain.com
Monday, January 19, 2009
Obama meets small business embracing Lean
US President-elect Barack Obama stopped in Ohio Friday to pitch his $825 billion economic recovery and job creation plan at a manufacturing plant that is succeeding with Lean.
CNNMoney reports that Obama's stimulus sales trip features Cardinal Fastener, a company that has reinvented itself for the alternative-energy future.
Cardinal traditionally supplied parts to fortune 500 customers such as John Deere and Caterpillar. While those sales have slowed during the recession, Cardinal also provides fastener joints, nuts and washers to wind turbine manufacturers. The growth there has been explosive. Cardinal expects green energy clients to account for 90% of growth in the coming years.
On their website, Cardinal credits Lean Thinking for shortening their lead times to become the best in industry. Manufacturing costs have declined significantly, quality has improved and their customer service is unequalled. Their success with Lean Thinking has been hailed by industry, as attested by an article in Distributor's Link Magazine.
While their expectations were aggressive by their previous standards (30% productivity increase, 30% inventory reduction, 50% lead time reduction) the actual results surprised everyone. Lead time was reduced to seven days from 5 weeks (80%), quality issues are virtually non-existent and inventory was reduced 54%. So when they achieved this success in manufacturing, they started to tackle office practices. How could they live with an order entry process requiring up to 5 days when they can now manufacture it in 7 days? By taking the Lean Thinking principals to implement a Lean Office, they reduced this processing lead time to less than 10 minutes.
The power of Lean Thinking in leading organizational change continues to amaze me, even after countless implementations. Cardinal Fastener talks about the plant "Blow Up" experience. Kaizen events that result in immediate implementation of continuous improvement initiatives get to the core of Lean. Engaging the people who do the work and to change the culture to relentlessly drive waste out of their processes by focusing on what the customer defines as value.
What is your organization waiting for?
Norm
www.normanbain.com
CNNMoney reports that Obama's stimulus sales trip features Cardinal Fastener, a company that has reinvented itself for the alternative-energy future.
Cardinal traditionally supplied parts to fortune 500 customers such as John Deere and Caterpillar. While those sales have slowed during the recession, Cardinal also provides fastener joints, nuts and washers to wind turbine manufacturers. The growth there has been explosive. Cardinal expects green energy clients to account for 90% of growth in the coming years.
On their website, Cardinal credits Lean Thinking for shortening their lead times to become the best in industry. Manufacturing costs have declined significantly, quality has improved and their customer service is unequalled. Their success with Lean Thinking has been hailed by industry, as attested by an article in Distributor's Link Magazine.
While their expectations were aggressive by their previous standards (30% productivity increase, 30% inventory reduction, 50% lead time reduction) the actual results surprised everyone. Lead time was reduced to seven days from 5 weeks (80%), quality issues are virtually non-existent and inventory was reduced 54%. So when they achieved this success in manufacturing, they started to tackle office practices. How could they live with an order entry process requiring up to 5 days when they can now manufacture it in 7 days? By taking the Lean Thinking principals to implement a Lean Office, they reduced this processing lead time to less than 10 minutes.
The power of Lean Thinking in leading organizational change continues to amaze me, even after countless implementations. Cardinal Fastener talks about the plant "Blow Up" experience. Kaizen events that result in immediate implementation of continuous improvement initiatives get to the core of Lean. Engaging the people who do the work and to change the culture to relentlessly drive waste out of their processes by focusing on what the customer defines as value.
What is your organization waiting for?
Norm
www.normanbain.com
Monday, January 12, 2009
Lean Health Care making progress
Great Post today by the Lean Insider discusses successes in Health Care Emergency Rooms. I especially like two techniques mentioned:
(a) reserving space for fast tracking "minor" incidents to improve throughput. When the Health Care facility dedicates 100% of beds to "major" incidents, the entire operation gets shut down and no-one can be processed for hours.
(b) No-Wait ER by taking vital infomation bedside and starting treatment at the earliest possible stage.
As more Health Care facilities look to Lean Thinking, eliminating waste from their processes and considering patients as their "customer", we will see huge improvements here.
Two years ago, my son had a 6 hour wait for treatment for a split chin from high school sports. Two months ago my nephew waited 4 hours before transferring to another hospital 100 miles away and waiting another 3 hours before treatment, again for "minor" issues in the minds of the Health Care professionals.
I'm delighted to hear of institutions in Canada and The USA are making inroads in Lean! I'll be happy to work with them in exploring more waste elimination!
You can see the Lean Insider Post here: http://tinyurl.com/99rzre
Norm
www.normanbain.com
(a) reserving space for fast tracking "minor" incidents to improve throughput. When the Health Care facility dedicates 100% of beds to "major" incidents, the entire operation gets shut down and no-one can be processed for hours.
(b) No-Wait ER by taking vital infomation bedside and starting treatment at the earliest possible stage.
As more Health Care facilities look to Lean Thinking, eliminating waste from their processes and considering patients as their "customer", we will see huge improvements here.
Two years ago, my son had a 6 hour wait for treatment for a split chin from high school sports. Two months ago my nephew waited 4 hours before transferring to another hospital 100 miles away and waiting another 3 hours before treatment, again for "minor" issues in the minds of the Health Care professionals.
I'm delighted to hear of institutions in Canada and The USA are making inroads in Lean! I'll be happy to work with them in exploring more waste elimination!
You can see the Lean Insider Post here: http://tinyurl.com/99rzre
Norm
www.normanbain.com
Saturday, January 10, 2009
How will you spend your time in 2009
Its 10 days into the new year, and I'm certain there are many resolutions that have ALREADY been broken! An old friend of mine (not that she's old, she's younger than me [so she's just a kid!] but I've know her for a LONG time) whom I've lost touch with over the years, sent me an email that I thought I'd share here. Its quite a story, and will certainly change some of the goals I have laid out for 2009!
Here's the note:
A young man learns what's most important in life from the guy next door.
It had been some time since Jack had seen the old man. College, girls, career, and life itself got in the way. In fact, Jack moved clear across the country in pursuit of his dreams. There, in the rush of his busy life, Jack had little time to think about the past and often no time to spend with his wife and son. He was working on his future, and nothing could stop him.
Over the phone, his mother told him, "Mr. Belser died last night. The funeral is Wednesday." Memories flashed through his mind like an old newsreel as he sat quietly remembering his childhood days.
"Jack, did you hear me?"
"Oh, sorry, Mom. Yes, I heard you. It's been so long since I thought of him. I'm sorry, but I honestly thought he died years ago," Jack said.
"Well, he didn't forget you. Every time I saw him he'd ask how you were doing. He'd reminisce about the many days you spent over 'his side of the fence' as he put it," Mom told him. !
"I loved that old house he lived in," Jack said.
"You know, Jack, after your father died, Mr. Belser stepped in to make sure you had a man's influence in your life," she said
"He's the one who taught me carpentry," he said. "I wouldn't be in this business if it weren't for him. He spent a lot of time teaching me things he thought were important...Mom, I'll be there for the funeral," Jack said.
As busy as he was, he kept his word. Jack caught the next flight to his hometown. Mr. Belser's funeral was small and uneventful. He had no children of his own, and most of his relatives had passed away.
The night before he had to return home, Jack and his Mom stopped by to see the old house next door one more time.
Standing in the doorway, Jack paused for a moment. It was like crossing over into another dimension, a leap through space and time The house was exactly as he remembered. Every step held memories. Every picture, every piece of furniture....Jack stopped suddenly.
"What's wrong, Jack?" his Mom asked.
"The box is gone," he said
"What box?" Mom asked.
"There was a small gold box that he kept locked on top of his desk. I must have asked him a thousand times what was inside. All he'd ever tell me was 'the thing I value most,'" Jack said.
It was gone. Everything about the house was exactly how Jack remembered it, except for the box. He figured someone from the Belser family had taken it.
"Now I'll never know what was so valuable to him," Jack said.
"I better get some sleep. I have an early flight home, Mom."
It had been about two weeks since Mr. Belser died. Returning home from work one day Jack discovered a note in his mailbox, "Signature required on a package. No one at home. Please stop by the main post office within the next three days," the note read.
Early the next day Jack retrieved the package. The small box was old and looked like it had been mailed a hundred years ago. The handwriting was difficult to read, but the return address caught his attention. It read, "Mr. Harold Belser". Jack took the box out to his car and ripped open the package. There inside was the gold box and an envelope. Jack's hands shook as he read the note inside.
"Upon my death, please forward this box and its contents to Jack Bennett. It's the thing I valued most in my life". A small key was taped to the letter. His heart racing, as tears filling his eyes, Jack carefully unlocked the box. There inside he found a beautiful gold pocket watch.
Running his fingers slowly over the finely etched casing, he unlatched the cover. Inside he found these words engraved:
"Jack, Thanks for your time! -Harold Belser."
"The thing he valued most was ... my time!"
Jack held the watch for a few minutes, then called his office and cleared his appointments for the next two days. "Why?" Janet, his assistant asked.
"I need some time to spend with my son," he said.
"Oh, by the way, Janet, thanks for your time!"
WOW - powerfull stuff eh?
To everyone I who reads this post ... Thanks for your time! Do try to spend some with the folks who are important in your life ... and looking to spend some time with YOU!
Norm
www.normanbain.com
Here's the note:
A young man learns what's most important in life from the guy next door.
It had been some time since Jack had seen the old man. College, girls, career, and life itself got in the way. In fact, Jack moved clear across the country in pursuit of his dreams. There, in the rush of his busy life, Jack had little time to think about the past and often no time to spend with his wife and son. He was working on his future, and nothing could stop him.
Over the phone, his mother told him, "Mr. Belser died last night. The funeral is Wednesday." Memories flashed through his mind like an old newsreel as he sat quietly remembering his childhood days.
"Jack, did you hear me?"
"Oh, sorry, Mom. Yes, I heard you. It's been so long since I thought of him. I'm sorry, but I honestly thought he died years ago," Jack said.
"Well, he didn't forget you. Every time I saw him he'd ask how you were doing. He'd reminisce about the many days you spent over 'his side of the fence' as he put it," Mom told him. !
"I loved that old house he lived in," Jack said.
"You know, Jack, after your father died, Mr. Belser stepped in to make sure you had a man's influence in your life," she said
"He's the one who taught me carpentry," he said. "I wouldn't be in this business if it weren't for him. He spent a lot of time teaching me things he thought were important...Mom, I'll be there for the funeral," Jack said.
As busy as he was, he kept his word. Jack caught the next flight to his hometown. Mr. Belser's funeral was small and uneventful. He had no children of his own, and most of his relatives had passed away.
The night before he had to return home, Jack and his Mom stopped by to see the old house next door one more time.
Standing in the doorway, Jack paused for a moment. It was like crossing over into another dimension, a leap through space and time The house was exactly as he remembered. Every step held memories. Every picture, every piece of furniture....Jack stopped suddenly.
"What's wrong, Jack?" his Mom asked.
"The box is gone," he said
"What box?" Mom asked.
"There was a small gold box that he kept locked on top of his desk. I must have asked him a thousand times what was inside. All he'd ever tell me was 'the thing I value most,'" Jack said.
It was gone. Everything about the house was exactly how Jack remembered it, except for the box. He figured someone from the Belser family had taken it.
"Now I'll never know what was so valuable to him," Jack said.
"I better get some sleep. I have an early flight home, Mom."
It had been about two weeks since Mr. Belser died. Returning home from work one day Jack discovered a note in his mailbox, "Signature required on a package. No one at home. Please stop by the main post office within the next three days," the note read.
Early the next day Jack retrieved the package. The small box was old and looked like it had been mailed a hundred years ago. The handwriting was difficult to read, but the return address caught his attention. It read, "Mr. Harold Belser". Jack took the box out to his car and ripped open the package. There inside was the gold box and an envelope. Jack's hands shook as he read the note inside.
"Upon my death, please forward this box and its contents to Jack Bennett. It's the thing I valued most in my life". A small key was taped to the letter. His heart racing, as tears filling his eyes, Jack carefully unlocked the box. There inside he found a beautiful gold pocket watch.
Running his fingers slowly over the finely etched casing, he unlatched the cover. Inside he found these words engraved:
"Jack, Thanks for your time! -Harold Belser."
"The thing he valued most was ... my time!"
Jack held the watch for a few minutes, then called his office and cleared his appointments for the next two days. "Why?" Janet, his assistant asked.
"I need some time to spend with my son," he said.
"Oh, by the way, Janet, thanks for your time!"
WOW - powerfull stuff eh?
To everyone I who reads this post ... Thanks for your time! Do try to spend some with the folks who are important in your life ... and looking to spend some time with YOU!
Norm
www.normanbain.com
Friday, January 9, 2009
2009 Professional Development Schedule
NBI is pleased to offer our Professional Development schedule for the first half of 2009.
In this time of economic unrest and turmoil, NOW is the time to upgrade your skills and to develop your staff.
It is estimated that North American manufacturing will lose 100,000 jobs in the first half of 2009. How well prepared is your team to deal with these uncertainties. Are your people overstressed and underappreciated? Do they have the skills to fill the gaps in your organization should key people leave? NOW is the time to prepare to run your business more effectively!
Our interactive workshops provide awareness of the productivity enhancing tools and resources available by introducing and demonstrating key concepts. Delivered by experienced industry practitioners, these programs develop core skills for employees at all levels of your organization.
Offered at strategic locations across North America, these sessions can be combined to maximize the training experience.
Click here for details.
NBI, committed to helping you and your company be more successful.
Regards
Norm
www.normanbain.com
In this time of economic unrest and turmoil, NOW is the time to upgrade your skills and to develop your staff.
It is estimated that North American manufacturing will lose 100,000 jobs in the first half of 2009. How well prepared is your team to deal with these uncertainties. Are your people overstressed and underappreciated? Do they have the skills to fill the gaps in your organization should key people leave? NOW is the time to prepare to run your business more effectively!
Our interactive workshops provide awareness of the productivity enhancing tools and resources available by introducing and demonstrating key concepts. Delivered by experienced industry practitioners, these programs develop core skills for employees at all levels of your organization.
Offered at strategic locations across North America, these sessions can be combined to maximize the training experience.
Click here for details.
NBI, committed to helping you and your company be more successful.
Regards
Norm
www.normanbain.com
Tuesday, January 6, 2009
Dilbert’s “Salary Theorem”
For everyone looking at new opportunities for the new year, and resolutions for 2009, I thought I'd share a post from http://tinyurl.com/7r7efa
Dilbert’s “Salary Theorem” states that engineers and scientists can
never earn as much as business executives and sales people.
This theorem can now be supported by a mathematical equation based on the following two postulates:
1. Knowledge is Power.
2. Time is Money.
As every engineer knows
(A) Power = Work / Time
Since:
(B) Knowledge = Power
and:
(C)Time = Money
It follows by substitution that:
(D) Knowledge = Work / Money.
Solving this equation for Money, we get:
(E) Money = Work / Knowledge.
Thus, as Knowledge approaches zero, Money approaches infinity,
regardless of the amount of work done.
Conclusion: The less you know, the more you make!!!!
Norm
www.normanbain.com
Dilbert’s “Salary Theorem” states that engineers and scientists can
never earn as much as business executives and sales people.
This theorem can now be supported by a mathematical equation based on the following two postulates:
1. Knowledge is Power.
2. Time is Money.
As every engineer knows
(A) Power = Work / Time
Since:
(B) Knowledge = Power
and:
(C)Time = Money
It follows by substitution that:
(D) Knowledge = Work / Money.
Solving this equation for Money, we get:
(E) Money = Work / Knowledge.
Thus, as Knowledge approaches zero, Money approaches infinity,
regardless of the amount of work done.
Conclusion: The less you know, the more you make!!!!
Norm
www.normanbain.com
On Line Introduction to Lean Thinking
"Just the overview please ... I don't have time right now".
Is this you? Is your day so jamb packed that you don't have time to do anything but fight fires? Want to make improvements, but don't know where to start? Is your company improvement process like swatting flies - one problem after another but never getting to where the flies are coming from? This is the current situation in many businesses in these tough economic times. Heard about Lean, and want to learn the concepts, but don't have the time to read a book or take a course?
Truth be known - if this describes your situation, you NEED to discover Lean Thinking! You don't have time NOT to use this tool. Because hoping things will get better will not work - it never has - it never will! ACTION is the key to change. And its very hard working ON your business while you are working IN your business.
What do you need to implement lean in your organization?
1. A Change Agent
2. A Core Knowledge of Lean
3. Crisis for Lever of Change
4. Determination to IMPLEMENT radical improvement
With this formula, you are virtually guaranteed success!
You may just need a little help along the way. We're here to help!
So what can you expect with a lean implementation? How about step change improvement in; Order-to-delivery time (like 30% improvement in 6 months), Inventory reduction (30% in 6 months), Throughput increase (20-50% in 6 months), On time delivery improvement (90% in 6 months). Would these kind of results be of interest to you? We should talk! These are TYPICAL results that we see clients achieve with a structured and disciplined approach to lean implementation.
So what is this lean all about? Eliminating waste and streamlining processes by focussing on value as defined from your customer. Its that simple, and that tough to implement! Lean has to be a total commitment. Successful practitioners use it to change the entire culture of their organizations.
Want the readers digest version of lean thinking? NBI has teamed up with OEM to provide the Lean 101 on-line course to you for just $99.00. That is a whopping 85% OFF the regular price of $699.
To take advantage of this offer, visit our website at http://www.leanjourney.ca and enter the code "lean101" in the "get it" box. We'll give you a coupon code to get the Lean 101 on-line course for just $99.00. Act fast - registration at this price is limited to the first 100 people who sign up!
Can't wait? Want to get the benefits of implementing Lean Thinking in your organization NOW! Call us. We're here to help!
Norm
www.normanbain.com
Is this you? Is your day so jamb packed that you don't have time to do anything but fight fires? Want to make improvements, but don't know where to start? Is your company improvement process like swatting flies - one problem after another but never getting to where the flies are coming from? This is the current situation in many businesses in these tough economic times. Heard about Lean, and want to learn the concepts, but don't have the time to read a book or take a course?
Truth be known - if this describes your situation, you NEED to discover Lean Thinking! You don't have time NOT to use this tool. Because hoping things will get better will not work - it never has - it never will! ACTION is the key to change. And its very hard working ON your business while you are working IN your business.
What do you need to implement lean in your organization?
1. A Change Agent
2. A Core Knowledge of Lean
3. Crisis for Lever of Change
4. Determination to IMPLEMENT radical improvement
With this formula, you are virtually guaranteed success!
You may just need a little help along the way. We're here to help!
So what can you expect with a lean implementation? How about step change improvement in; Order-to-delivery time (like 30% improvement in 6 months), Inventory reduction (30% in 6 months), Throughput increase (20-50% in 6 months), On time delivery improvement (90% in 6 months). Would these kind of results be of interest to you? We should talk! These are TYPICAL results that we see clients achieve with a structured and disciplined approach to lean implementation.
So what is this lean all about? Eliminating waste and streamlining processes by focussing on value as defined from your customer. Its that simple, and that tough to implement! Lean has to be a total commitment. Successful practitioners use it to change the entire culture of their organizations.
Want the readers digest version of lean thinking? NBI has teamed up with OEM to provide the Lean 101 on-line course to you for just $99.00. That is a whopping 85% OFF the regular price of $699.
To take advantage of this offer, visit our website at http://www.leanjourney.ca and enter the code "lean101" in the "get it" box. We'll give you a coupon code to get the Lean 101 on-line course for just $99.00. Act fast - registration at this price is limited to the first 100 people who sign up!
Can't wait? Want to get the benefits of implementing Lean Thinking in your organization NOW! Call us. We're here to help!
Norm
www.normanbain.com
Monday, January 5, 2009
Stop affiliate URL Hi-Jacks
Do you participate in affiliate links to websites and products in your emails or on your own website? The links for most affiliate links are long, unwieldy and easily recognizable as an affiliate link. So, many people will bypass your link, cutting you out of your commission. And if you are completely honest to yourself, haven’t you done the same? I know I have!
So how can you protect yourself to get the commissions you deserve? After all, if they found the link through your efforts, shouldn’t you share in the rewards? Isn’t that what affiliate marketing is all about?
Many affiliate marketers turn to third party websites like http://www.tinyurl.com to create links that mask their affiliate URL. This solution can be effective, but I much prefer to keep control of my affiliate links and not rely on third party sites. If their web sites are off line, so are you! And when you lose a click – its likely gone forever!
If you are interested in learning how to create a web page on your own site that redirects to your affiliate links, read on!
Visit our website at http://www.leanjourney.ca and put the code "affiliate redirect" in the "get it" box
Happy affiliate Marketing!
Norm
www.normanbain.com
So how can you protect yourself to get the commissions you deserve? After all, if they found the link through your efforts, shouldn’t you share in the rewards? Isn’t that what affiliate marketing is all about?
Many affiliate marketers turn to third party websites like http://www.tinyurl.com to create links that mask their affiliate URL. This solution can be effective, but I much prefer to keep control of my affiliate links and not rely on third party sites. If their web sites are off line, so are you! And when you lose a click – its likely gone forever!
If you are interested in learning how to create a web page on your own site that redirects to your affiliate links, read on!
Visit our website at http://www.leanjourney.ca and put the code "affiliate redirect" in the "get it" box
Happy affiliate Marketing!
Norm
www.normanbain.com
Saturday, January 3, 2009
A quick Lean Simulation for your team!
The beauty of lean thinking is that the concepts are so simple, yet so powerful. A comment I often hear is “it’s just common sense … it can’t be this simple”.
I ran across a quick and easy Lean Thinking demonstration that can be used in the board room for your leadership team, or as a quick kickoff to a kaizen event. In the space of a few minutes, it provides a powerful demonstration of lean concepts and tools. This can be very useful in engaging the team. Engaging the team is one of the key factors in ensuring a successful lean implementation.
Here is how it works, step by step;
Have your team stand around the room, facing each other, as they would seated around a table.
Toss one tennis ball to a team member. When they catch it, instruct them to toss it to another team member in the room who has not as yet touched the ball. Repeat this process until all of your team members have caught and tossed the ball.
This routing of the ball becomes the process. Instruct your team that this sequence must be followed without changing the position of your team players or the routing of the ball.
Next ... Visit the website leanjourney.ca and enter the phrase "3balls" in the "get it" box for the rest of the instructions.
Best success on your lean journey!
Norm
www.normanbain.com
I ran across a quick and easy Lean Thinking demonstration that can be used in the board room for your leadership team, or as a quick kickoff to a kaizen event. In the space of a few minutes, it provides a powerful demonstration of lean concepts and tools. This can be very useful in engaging the team. Engaging the team is one of the key factors in ensuring a successful lean implementation.
Here is how it works, step by step;
Have your team stand around the room, facing each other, as they would seated around a table.
Toss one tennis ball to a team member. When they catch it, instruct them to toss it to another team member in the room who has not as yet touched the ball. Repeat this process until all of your team members have caught and tossed the ball.
This routing of the ball becomes the process. Instruct your team that this sequence must be followed without changing the position of your team players or the routing of the ball.
Next ... Visit the website leanjourney.ca and enter the phrase "3balls" in the "get it" box for the rest of the instructions.
Best success on your lean journey!
Norm
www.normanbain.com
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