Eurologistics Magazine: Lean is a Journey
“Lean jest podróżą”, published in the October 2011 issue of Eurologistics Magazine – in Polish.
“Lean is a Journey” – Original article in English.
“Lean jest podróżą”, published in the October 2011 issue of Eurologistics Magazine – in Polish.
“Lean is a Journey” – Original article in English.
I have been involved with the Mergers and Acquisitions marketplace for several years. I have seen my fair share of the good, the bad, and the ugly when it comes to the orientations, motivations, and activities of the various Private Equity firms (as well as someHedge Funds) to whom I have been exposed and with whom I have worked….
The “laws of nature” are absolute. When we discover a contradiction to a supposed law of nature, it is not nature that is wrong, but our understanding and definition. Once, it was believed that the Earth was the center of the solar system, supported in our understanding of the science at the time – and was proved…

It’s March – finally. The Winter darkness has noticeably given way to longer hours of daylight. The cold and the snows are abating. The crocuses and early spring flowers are in bloom. It’s a pleasure to waken to the birds chirping. And a person can feel that Spring is just around the corner. That is,…
BlogTalkRadio: Quality Conversations, The Global Voice of Quality. Quality Conversations, serves as a platform for communicating the best and brightest strategies, methods and tools for all those interested in improving quality and business process excellence within their companies. QC initiates dialogue with local, state, and national experts in many of the well-known quality disciplines as…

Would you get on an airplane if it you knew the flight would fail 25-70% of the time? What if it was only 1% of the time? Would you get on an airplane if you knew one out of every hundred (1:100) flights would fail? That would be a failure rate of approximately one flight per hour, every hour,…

I was coaching one of the national oil companies in the Middle East, offering mentorship to the director of their operational excellence program. He was frustrated because he had invested considerable funds building a team of sixty Lean Six Sigma Black Belts over a nine-month period, and they had not yet worked on—much less completed—any…