“Lessons from Mt. Stupid”; LMJ Board Member and XONITEK Chairman, Joseph Paris, returns to discuss the ideas of short term-ism in the business world over continuous improvement.
Published in Lean Management Journal in the December 2014/January 2015 issue.
“Green is the new black,” but businesses are finding it’s an easy way to put them in the red. What did you do to celebrate Earth Day? Admittedly, I neglected to do much about it myself – unless you count noticing the “Google Doodle” that morning… One of the biggest pushes in our culture recently is…
Chief Executives Network for Manufacturing (CEN) Annual Meeting and Tradeshow Desmond Hotel and Conference Center -Albany, New York January 9, 2006 (5:00-9:00pm) XONITEK Corporation will attend and participate in the Annual Meeting and Tradeshow held by the Chief Executives Network for Manufacturing (CEN) in Albany, NY . The CEN, an affiliate of the region’s Center for Economic Growth (CEG) , is comprised of over…
A recent report by CoreNet Global surveyed 100 firms regarding space utilization offers revealed that utilization rates range from 45-65%. This means that at any moment on average, 55% of the existing office space is vacant. Clearly, there is an opportunity to increase shareholder value. The lack of synergy that exists between corporate governance and financial performance…
My first article for 2012 addressed New Year’s Resolutions and made the argument that they are a critical requirement for any personal Continuous Improvement program and speaks directly to “Plan, Do, Check, Adjust”. A year has gone by and I find that I believe in it still. I resolved that 2012 was going to be…
Each of us belongs to a community, or network. In fact, each of us belongs to a great many different networks – with each network being defined by some kernel at its core. These kernels may be physical, ideological, geographical, genetic, religious, or one of countless other characteristics that might define who we are and to…
Introduction: The authors were faced with a mounting problem: Sales forecasts were continuing to deteriorate and Corporate was mandating a traditional application of Sales & Operational Planning (S&OP). This application relied on forecasts and static data. Static data is sufficient where forecasts and run-rates are consistent, though that is simply not the case in the…
