EuroLogistics Magazine – “łańcuch wartości w przyszłości” by Joseph Paris – June 2012

ByXONITEK June 1, 2012January 6, 2020

“łańcuch wartości w przyszłości”, by Joseph Paris published in the June 2012 issue of Eurologistics Magazine – in Polish.

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Body of Knowledge
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I hear people talking about “WIP” and I have to say that I have no Idea what they are talking about. Also, I hear this “WIP thing” used when they want to reduce the time it takes to do parts in a manufacturing plant. What are they talking about, and how can this help me speed up…
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Something is seriously wrong… The healthcare industry as a whole in the United States is corrupt, dysfunctional, ineffective, and inefficient. And regardless of “party affiliation”, everyone appears to share this opinion. The only real disagreement (and a heated disagreement at that) is what should be done about it, and whether what has been done to…
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The Canadian Division of a global food manufacturer saved 28 million dollars in eight months, and saved several plants from closing, despite their high cost of production in an underutilized manufacturing system. It all began when the senior management stopped resisting what the workforce had to say. They returned to zero and started to listen….
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Body of Knowledge
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I have lived in an age where technology advances have been rather amazing and certainly life-changing for the vast majority of persons on the planet. I have witnessed: the birth of manned space-flight culminating with sending men to the moon and returning safely back to Earth; trans/inter-continental flights becoming routine; the birth of the personal…
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As we get older, it’s interesting what we recall from our youth and the impact it had upon us – even if we didn’t know it at the time. For me, I was blessed with having several teachers who supported me and influenced me a great deal. There was Ms. Blair, my 3rd grade teacher….
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Body of Knowledge
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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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