Lean Management Journal: “Why Isn’t Government Lean?”
“Why Isn’t Government Lean?”; LMJ Board Member and XONITEK’s Chairman, Joseph Paris, weighs in on the role of lean in government.
Published in Lean Management Journal in the May/June 2014 issue.
“Why Isn’t Government Lean?”; LMJ Board Member and XONITEK’s Chairman, Joseph Paris, weighs in on the role of lean in government.
Published in Lean Management Journal in the May/June 2014 issue.

XONITEK-US and XONITEK-UK recently hosted an Operational Excellence Summit in Amsterdam, the Netherlands. If you have ever been to Amsterdam, you will know there are distinct cultural differences which are quite obvious if you are from New York – even from a pre-Giuliani New York. From each place I visit, I’ve always liked to acquire…
Lean Management Journal announces that XONITEK’s Joseph Paris has joined their editorial board. Robert Priolo, Editor for LMJ, made it official with this announcement: “I believe there is a lot in store for the journal in the coming months… the editorial board has a great role to play in supporting the expansion of the journal.

Welcome to Episode 8 of the Outliers Inn podcast – Operational excellence in Government – an impossible dream? Topic: Despite Benjamin’s protestations, the pair and their illustrious guests are brought down by the challenges of operational excellence in Government. Ed Straw, former PwC partner, think tank and national relationship counselling organisation board member, and author of Stand…

As is my habit, I occasionally “google” my name (with XONITEK, so that I don’t get the Joseph Paris that is into hair) to see what might be out there. I get the expected links to the various articles I have written or events in which I have taken part, but occasionally I get surprised….

Topic: Antlerboy and JP talk with Steven Stanton, the author of “Smart Work: Why Organizations Full of Intelligent People Do So Many Dumb Things and What You Can Do About It.” on a surprising theme: how continuous improvement can kill! Steve’s a pioneer of process innovation who has worked for more than thirty years on improving the capability…
I grew-up in Binghamton, New York – actually a “suburb” of Binghamton, New Yorkcalled West Corners. West Corners was a nice little community and, as a child, seemed more akin to “Green Acres” and “The Waltons” than the nearby birthplace of such industrial stalwarts as Endicott-Johnson Shoes (remember “Father and Son Shoes”?), Link Simulation (the founding father of modern simulation) and that industrial giant, International Business Machines (IBM).
I remember the summers with great fondness. I used to wake-up early in the morning and head to “the crick” – also known as Nanticoke Creek – with fishing rod in hand and old shoes (or at least soon-to-be old shoes). We used to fish all day long, catching minnows and crawdads by hand for bait. When we got bored, we swam. And when we got hungry, we started a campfire and cooked-up the fish and crawdads we had caught. Sometimes, and when in season, we would pick ears of corn and throw them on the fire – husk and all. There is no better way to eat corn then roasted in their husks on an open fire