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Atricle Dump - Regaining World Market Share Starts With Getting Physical - And Agile
“It’s not what you look at that matters, it’s what you see.” Henry David ThoreauWhen Henry Thoreau said this, he was living in a different era, an era in which the internet did not exist. For David Thoreau comprehending meta-data and link building would be impossible but he still realized an ultimate truth. That it is not true appearance that is significant, the way it is perceived by others is what truly counts. For search engine optimization, this is an important concept. In SEO, there is a lot that could be seen but it’s what is perceived that counts. It counts more that a website is perceived to be popular than if it really is or not. However, it seems that the opposite holds true for SEO as a career. Some perceive it in an unfavorable light, but there is a great opportunity for those who grab it. In reality, Search Engine Optimization is a viable profitable and opportunity rich c
Where do we suffer most- -time and money. We maintain long lead times in order capture and processing, engineering, purchasing, production planning, new product development, manufacturing to name a few. The result is lost sales, higher inventory costs, and excessive overhead.
We have to recog
Pornography, a multi-million industry, is good business. Adult videos and magazines are always doing brisk sales. But aside from these forms of media, billions of people around the world turn to the Internet to access pornography. Finding an Internet connection is not hard these days. Some people no longer use a traditional plug-in modem to connect to the web, and instead use wireless modems and cellular phones. This becomes a big problem for people who run adult websites because it is now easy to hack into their sites and enter it illegally.Getting your own siteSo how does one run this kind of business? The most important thing you need before anything else is to have a merchant account. This is an account that allows you to collect credit card fees from your clients. Adult sites are considered "high risk" because they are the kind of business that usually runs "offshore." It means that they do not really have a physical establ
In the meantime, U.S. manufacturing has gone through a lot of pain and expense in its attempts to find the solution, turning to a variety of techniques: MRP, JIT, Lean Production, 5S, TQM, cells, VSM, FMS, CIM, and BPR. Progress is slow, and we still appear to be losing ground. The bad news is that things are getting tougher. A global resegmentation of markets has emerged.
Over the next ten years, U.S. manufacturers will be faced with stiffer competition in most markets. Clearly the pressure is on to be the best, nothing less. We must concentrate on satisfying the demands of the market, which means designing and building the best quality product in the shortest time possible.
We have trouble doing that today. The way we have organized ourselves over decades works against us. Our organizational structure gets in the way; component plants are located states, sometimes continents, away from assembly; factory flows look like spaghetti with poor communication, physical and functional walls, and colloquial empires fraught with political motive. The sense of a common mission is easily lost, and the result is a total loss of recognition and service to the customer.
How did we get this way?
Over the years, through haphazard growth and a piecemeal approach to problem solving, we created a composite arrangement of people around functions, processes, geography and classes. These arrangements have strangulated our efforts to adequately satisfy market needs. With few exceptions, our plants evolved by placing machines and equipment wherever space was available. Our information systems developed as "islands" beginning with accounting, inventory, purchasing, etc., with no overall plan to guide their interaction.
We structured our people around classes: elite executives, middle management, hourly labor, and them separated them by walls(and movable partitions). Then we tried to manage this with MRP, automation, algorithms, quality circles, cells group technology, TQM, and CIM, all of which received limited results. Its no wonder we have difficulty getting products out the door.
Where do we suffer most- -time and money. We maintain long lead times in order capture and processing, engineering, purchasing, production planning, new product development, manufacturing to name a few. The result is lost sales, higher inventory costs, and excessive overhead.
We have to recogn
1- Heart Do you have heart? Do you have that drive to go all the way? Do you have the mentality that I will go on no matter what? Will you make entrepreneurship your second wife or husband? Do you care to make a difference in the world?Being an entrepreneur is still not the norm as society sees it, they still consider entrepreneurs to be as strange as aliens and ufos. I Have heard all the comments say that entrepreneurs are just lazy and don't want to hold a job, this is the most underrated statement known to civilization!Entrepreneurs have to have heart to take on a new adventure and build it from scratch, there is no guarantee of a paycheck or salvation as an entrepreneur. You have to have heart to go on while others laugh and poke a joke at you saying that you will never make it and will never have a successful business.You have to have heart and will power to stay up every night making
Over the next ten years, U.S. manufacturers will be faced with stiffer competition in most markets. Clearly the pressure is on to be the best, nothing less. We must concentrate on satisfying the demands of the market, which means designing and building the best quality product in the shortest time possible.
We have trouble doing that today. The way we have organized ourselves over decades works against us. Our organizational structure gets in the way; component plants are located states, sometimes continents, away from assembly; factory flows look like spaghetti with poor communication, physical and functional walls, and colloquial empires fraught with political motive. The sense of a common mission is easily lost, and the result is a total loss of recognition and service to the customer.
How did we get this way?
Over the years, through haphazard growth and a piecemeal approach to problem solving, we created a composite arrangement of people around functions, processes, geography and classes. These arrangements have strangulated our efforts to adequately satisfy market needs. With few exceptions, our plants evolved by placing machines and equipment wherever space was available. Our information systems developed as "islands" beginning with accounting, inventory, purchasing, etc., with no overall plan to guide their interaction.
We structured our people around classes: elite executives, middle management, hourly labor, and them separated them by walls(and movable partitions). Then we tried to manage this with MRP, automation, algorithms, quality circles, cells group technology, TQM, and CIM, all of which received limited results. Its no wonder we have difficulty getting products out the door.
Where do we suffer most- -time and money. We maintain long lead times in order capture and processing, engineering, purchasing, production planning, new product development, manufacturing to name a few. The result is lost sales, higher inventory costs, and excessive overhead.
We have to recog
The other type of business organization is the limited liability organization. These entities can take many forms. These forms are: (1) a limited liability partnership; (2) a limited liability company; (3) a limited liability limited partnership; and (4) a corporation. Note that there are various forms of corporations (such as an S-corporation, a close corporation, and a closely-held corporation), but these are conversations for another day.Like the unlimited liability entities, these limited liability entities have pros and cons. First, and most obviously, these limited liability companies, as the name suggests, limits your liability. You are liable (some exceptions apply such as piercing the corporate veil) only up to the amount of your investment. Therefore, if you investment two thousand dollars ($2,000) into a corporation, and the company has debts, you are only liable up to your two thousand dollar ($2000) investment.
How did we get this way?
Over the years, through haphazard growth and a piecemeal approach to problem solving, we created a composite arrangement of people around functions, processes, geography and classes. These arrangements have strangulated our efforts to adequately satisfy market needs. With few exceptions, our plants evolved by placing machines and equipment wherever space was available. Our information systems developed as "islands" beginning with accounting, inventory, purchasing, etc., with no overall plan to guide their interaction.
We structured our people around classes: elite executives, middle management, hourly labor, and them separated them by walls(and movable partitions). Then we tried to manage this with MRP, automation, algorithms, quality circles, cells group technology, TQM, and CIM, all of which received limited results. Its no wonder we have difficulty getting products out the door.
Where do we suffer most- -time and money. We maintain long lead times in order capture and processing, engineering, purchasing, production planning, new product development, manufacturing to name a few. The result is lost sales, higher inventory costs, and excessive overhead.
We have to recog
For many Americans, an important component of the American Dream is the possibility of hard work turning into financial fortune. The career exploits of such self made magnates like Andrew Carnegie, Lee Iaccoca and Donald Trump are examples for many.The idea of being self-employed appeals to many people who want the possibility of unlimited income, a flexible schedule and perhaps the opportunity to work from home. If you’re one of these people, having the proper training, especially in a growth industry, is very important. Consider these ten courses of study, if you want to be your own boss.Creative CareersThe personal computer has made it much easier to enter the marketplace in many professions. Training in graphic design, multimedia design and web design allow you to work from home, or as your clientele increases, out of an office. Education in these skills can also create opportunities for you to work as an employee, or
We structured our people around classes: elite executives, middle management, hourly labor, and them separated them by walls(and movable partitions). Then we tried to manage this with MRP, automation, algorithms, quality circles, cells group technology, TQM, and CIM, all of which received limited results. Its no wonder we have difficulty getting products out the door.
Where do we suffer most- -time and money. We maintain long lead times in order capture and processing, engineering, purchasing, production planning, new product development, manufacturing to name a few. The result is lost sales, higher inventory costs, and excessive overhead.
We have to recog
It seems everywhere I turn someone is trying to upgrade me, or sell me something in addition to what I want, or get me to do more work to use their services - all in the name of providing me with more value. The heating and air conditioning service guy now wants to clean my ducts and my fireplace chimney. The dentist tells me that I need to have the area between my two molars and my gums cleaned (flossing doesn’t get there) at a cost of two hours and over $400. And every business now seems to have a telephone answering system that replaces their receptionist with way too many numeric presses by MY finger … only to be disconnected or routed back through the same choices again.Without realizing it (my wife pointed it out) I have moved away from many tried and true service and product suppliers to those who are sticking to the basics - or at least to the ones that reflect my basics. Even my old friend American Express received a nasty rej
Where do we suffer most- -time and money. We maintain long lead times in order capture and processing, engineering, purchasing, production planning, new product development, manufacturing to name a few. The result is lost sales, higher inventory costs, and excessive overhead.
We have to recognize that we erred in taking steps in bits and pieces in our search for a quick solution. All that we got back were bits and pieces of benefit. The key to the future lies in reengineering the entire business-- both physically and logically- - for agility, to meet the demands of the market.
Taking dramatic steps to become agile is necessary to be a manufacturing contender in the next century. Organizations must focus on moving information and products quickly through the entire service chain: distribution, assembly, manufacture, and supply. All physical and logical events within the service chain must be enacted swiftly, accurately, and effectively. The faster parts, information, and decisions flow through an organization, the faster it can respond to customer needs.
Organizations must be market-driven, with more product research and short development and introduction cycles. We must focus on quickly satisfying the service chain, the chain of events from a customer's order inquiry through complete satisfaction of that customer. All physical events must be enacted quickly and accurately. The faster materials, information, and decisions flow through an organization the faster it can respond to the demands of the market. The keys are flow and time.
Getting Physical
Start with the physical flow of parts, from the point of supply, through the factory, and shipment. Close the distance between each point in the flow. Within the factory successive operations in the work chain must be physically coupled, removing nonvalue-adding functions and inducing velocity. Parts must move with high velocity through the work chain. Eliminate and simplify natural points of delay.
Streamline the information chain and electronically link every point, so that information flow is direct- -without interruptions and delays. Business cycle times must be reduced to the time it actually takes to effectively process information. It makes little sense to move a part through the factory in 2 days, when it takes 2 week to enter an order.
Organize for velocity. Reduce the number of vertical and horizontal layers in the organization chart and rearrange them around natural processes. Collocate the functions into physical groups that work fas
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