Lean Management Journal – “Leadership & Challenges on the Brain” by Joseph Paris: October 2012
“Leadership and Challenges on the Brain” by XONITEK’s Joseph Paris & continued media coverage of the Operational Excellence Society. Published in Lean Management Journal in the October 2012 issue. Download PDF
Improving Processes in Large Service Organizations
Process improvement in large-scale service sector enterprises is considerably different from and more difficult than in manufacturing processes. Yet, the services sector represents a majority of the economic output of many developed economies including the US, so there are good economic to reasons improve service-based processes. In order to improve them, it is critical to first…
The Secret of Innovation: Without Failure, there is no Innovation
Innovations are commonly thought of as new and game-changing. However, many innovations are improvements on something that already exists. For every invention like the iPod or the television, there is also a faster car or a stronger material that is being produced. All of these are innovations. What’s more important than the type of innovation is…
Lean Management Journal – “Servants to the Cause” by Joseph Paris: September 2012
“Servants to the Cause” by XONITEK’s Joseph Paris & continued media coverage of the Operational Excellence Society. Published in Lean Management Journal in the September 2012 issue. Download PDF
Corporations & Whack-A-Mole
Joseph Heller wrote in his novel, Good as Gold, “The most advanced and penultimate stage of civilization is attained when chaos masquerades as order.” I’m pretty sure we’ve already arrived.
‘Soft Stuff’ has EVERYTHING to do with Bottom Line
What separates an effective organization from an organization that just shifts from one management fad to another? Substance vs. Form. In a high-performance organization, one can never successfully sell the ‘soft stuff’, the latest management concepts, or the latest technology on their own merits. One has to make the connection to the financial bottom line. The intent…