4th Annual XONITEK Lean Six Sigma Symposium & Saratoga Race Course Outing
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The concept of Overall Equipment Effectiveness was first written about in 1989 from a book called TPM Development Program – Implementing Total Productive Maintenance, edited by Seiichi Nakajima from the Japan Institute of Plant Maintenance. This was translated from the Japanese book TPM tenkai published in 1982. Prior to Overall Equipment Effectiveness, people monitored equipment…
Eliminate the Unessential, Streamline the Essential, & Invest in the Valued. An efficient experience is a win-win-win. It is a win for the customers when an efficient experience delights them. It is a win for the front-line employees, who are supported by competent processes and systems, and engage in more positive encounters with happy customers….

“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
Purpose – The purpose of this article is to propose an organic, holistic and authentic Personal Branding model that is in harmony with your dreams, life purpose, values, passion, competencies, uniqueness, genius, specialization, characteristics, and things that you love doing. It will help you to build and cultivate an effective Personal Brand that you want to project in everything you do.

The art of debate has devolved. No longer is it used as a tool of discovery, understanding, reconciliation, and progress. Today, it is a tool used to beat one another into submission – with the wholesale surrender of the beliefs and values held by one party over the other being the goal. What’s worse, the…
In order to achieve Operations Excellence, organisations need to be good at both Reactive and Pro-active Improvement. Unfortunately, many organisations are so focused on Pro-active Improvement through their Lean, Six Sigma and TPM initiatives that they lose sight of the importance of effective Reactive Improvement. I often refer to Reactive Improvement as ‘below the line’…
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