Uptime Magazine – “Operational Excellence: See the Flow of Value” by Joseph Paris

Operational Excellence: See the flow of Value, by Joseph Paris as featured in the June/July edition of Uptime Magazine®.

Operational Excellence: See the flow of Value, by Joseph Paris as featured in the June/July edition of Uptime Magazine®.

In 1996, my first assignment to South Africa for XONITEK was being hired by Macola-South Africa to train their personnel – and the personnel of their resellers – on how to implement Macola’s ERP (Enterprise Resource Planning) solution. It was a very turbulent time in South Africa; apartheid had just ended, there was a new…

“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. Download PDF

In a global marketplace, companies have a primal motivation for continually improving the value-proposition of their offering. They have to outpace the competition and offer more and more, for less and less, otherwise risk losing the customer. To meet these demands of the customer requires that companies constantly seek to increase the velocity of throughput…

“When the Bar Must Be Raised”, by XONITEK’s Joseph Paris. After a dramatic several years for motor giant Toyota, Joseph Paris suggests that the coveted TPS might be in need of its own Kaizen. Published in Lean Management Journal in the December/January 2014 issue. Download PDF

As the sun traverses the heavens ever higher with each and every day, winter has finally been forced to release us from its frigid embrace. With every passing day, the mud gives way to green grass, the trees burst with the youthfulness of light green leaves, fruit trees are in full blossom and abuzz with…
The usual quarrel in an improving organisation is that people must do two things at a time. Solve the daily problems and face the challenges that Lean evolution brings. (By Lean evolution, I mean all those changes that happen to a company, its people, their beliefs and behaviours, during the trip towards a Lean way…
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