Lessons Learned from Mount Stupid


“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 does a company become too big to fail and by what standards? How can the casual passer-by – not to mention the learn’d industry or government analyst – tell when a company poses too great a risk?Can a government or global / regional economy become too big to fail?If so, then what? In the United…
This article describes and diagnoses the following elements of the Brand Index and how in this new world it can be a significant competitive advantage. The shock wave of change The impact to the brand The importance of brand The ingredients of the brand The strategy to manage it And The analytical ingredients The value…
INTRODUCTION Most organizations receive and send documents in order to communicate with their internal and external customers. In this context, documents can be any and all pieces of formal information sent through any media. It can be traditional paper, email, SMS messages, or an XML file. All these types of documents are created within a…
In December 1997, members of the United Nations Framework Convention on Climate Change (UNFCCC) negotiated the Kyoto Protocol that established emissions reductions for the developed and developing nations that ratified the Protocol. The Protocol went into force in February 2005 after Russia ratified it in November 2004. The U.S. did not ratify the Protocol because it set no emission limits for China or India. The Kyoto Protocol…
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