I had 2 experts, Michael Curry and Rob Piersielak of the Xerox Corporation on the Business901 podcast to discuss Kanban. I felt that giving my readers and listeners a perspective on the traditional form of Kanban would be interesting. We stayed on track through the podcast but wandered off for a moment to discuss Lean and Standard Work practices at Xerox. This is a transcription of the podcast.
Virtualization Spurs ERP Operations and Disaster Recovery for Sportswear Gian...Dana Gardner
Transcript of a sponsored BriefingsDirect podcast on how Columbia Sportswear has harnessed virtualization to provide a host of benefits for business units.
What's the problem with current organisations and complex,dynamic markets? What happens if they stay with static structures when the world moves faster?
Unum Group Architect Charts a DevOps Course to a Hybrid Cloud FutureDana Gardner
Transcript of a BriefingsDirect podcast on how Unum Group has benefitted from a better process around application development and deployment using HP tools.
Virtualization Spurs ERP Operations and Disaster Recovery for Sportswear Gian...Dana Gardner
Transcript of a sponsored BriefingsDirect podcast on how Columbia Sportswear has harnessed virtualization to provide a host of benefits for business units.
What's the problem with current organisations and complex,dynamic markets? What happens if they stay with static structures when the world moves faster?
Unum Group Architect Charts a DevOps Course to a Hybrid Cloud FutureDana Gardner
Transcript of a BriefingsDirect podcast on how Unum Group has benefitted from a better process around application development and deployment using HP tools.
David Anderson, author of the recent book, Kanban appeared on the Business901 podcast and added 50 minutes of Kanban discussion. David covered a lot of ground in this discussion and answered a lot of questions for me that his book raised. David is a thought leader in managing highly effective software teams. He is President of David J. Anderson & Associates, based in Seattle, Washington, a management consulting firm dedicated to improving leadership in the IT and software development sector
Industry stories on agile, scrum and kanbanBusiness901
Eric is an Agile Project Manager who has been using Kanban for software development since 2007. He has worked with Scrum, XP and other agile methods for over the past 5 years, and has been managing software projects for over 10 years. Eric has his own blog, Corporate Coder which can be found at http://EricLandes.com. He is also a frequent contributor to http://developer.com.
Lean Kanban Lessons from a Software Developer Business901
This is transcription of the Business901 Podcast with Chris Hefley, President of Bandit Software. Chris offered a perspective from not only a producer of a product for Kanban but as a software developer himself. A fresh perspective of not only Kanban but Lean in Software Development, this is not a consultant or an author of a how to book but someone that is in the trenches living it day and day out.
How Lean, Six Sigma and Agile all work under the same umbrella at xeroxBusiness901
This is a transcription of the podcast, Adding Customer Value in Development at Xerox that featured Patrick Waara talking about Xerox’s use of Agile techniques. Pat has been with Xerox for nearly 25 years teaching Lean, Six Sigma, and Agile techniques to Xerox’s software development community improving their software development capability. Our conversation originally was designed to discuss swarming and Lean problem solving. However we ventured off into the subject of how Lean, Six Sigma and Agile all work under the same umbrella
2i recently attended a DevOps Summit in London to learn more about how different companies have implemented DevOps. Read our overview to gain a better understanding of the DevOps operating model.
During the last years, Markus main focus has been on transitions towards Lean and Kanban product management and development practices across his portfolio. With Arne Roock, he co-authored ‘Replenishment’, a free eBook on Kanban. Markus is one of thought leaders of the Kanban Movement and is speaking at the upcoming Lean Kanban Central Europe Conference (It is in Hamburg, Germany, Nov 4-5, 2013) about Boundaries of Kanban – Disruptive Innovation.
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
Ron Mascitelli, president of Technology Perspectives was my guest on the Business901 podcast, Lean Design interview with Ron Mascitelli. Ron is the author of five books, his most-recent publication, Mastering Lean Product Development: A Practical, Event-Driven Process for Maximizing Speed, Profits, and Quality. This is a transcription of the podcast.
Lean Design and Lean Construction Consultant, Trainer and Author, Alan Mossman of The Change Business was my guest on the Business901 podcast, We don’t use a Transactional Contract for Marriage, Why for Projects?
With the impact of Covid-19 pandemic usage of cloud based phone systems has become popular among all businesses. The extensive demand for online meetings and work from home has changed the entire scenario of how organizations previously used the services.
The need for migrating or setting up new communication services like VoIP API providers has revolutionized the overall performance of the organizations by the way they started to deliver the quality of services to their customers as well as the monitoring of the employees who are working remotely at different locations.
Vitel Global India has come up with such inventive thought before the outbreak of the pandemic itself and started providing VoIP business phone services to many industries without being compromised in the installation or the customer support.
Vitel Global India has also facilitated many organizations with outstanding technologies like SIP trunking service which is a completely secure mode of communication that requires a basic knowledge of operating the devices.
Vitel Global India is a cloud-based business phone system provider exclusively for organizations that require professional communication features, Vitelglobal provides the best services in India for cloud PBX systems, cloud telephony, IVR service, IP phone, CRM systems, Conferencing, Leased lines, Business Broadband, & more. Users enjoy a truly unified communications suite, with all business communication needs in one place.
Vitel Global India Office is a cloud PBX that gives users the power to act like a Big Business by giving lower rates on calls, IVR, unlimited extensions, VOIP, SIP Trunking, mobility, call logging & more. Users enjoy a truly unified communications suite, with all business communication needs in one place.
https://www.vitelglobal.in
https://www.vitelglobal.in/contact.php
https://www.vitelglobal.in/blog/
https://www.vitelglobal.in/voip-live-demo
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
David Anderson, author of the recent book, Kanban appeared on the Business901 podcast and added 50 minutes of Kanban discussion. David covered a lot of ground in this discussion and answered a lot of questions for me that his book raised. David is a thought leader in managing highly effective software teams. He is President of David J. Anderson & Associates, based in Seattle, Washington, a management consulting firm dedicated to improving leadership in the IT and software development sector
Industry stories on agile, scrum and kanbanBusiness901
Eric is an Agile Project Manager who has been using Kanban for software development since 2007. He has worked with Scrum, XP and other agile methods for over the past 5 years, and has been managing software projects for over 10 years. Eric has his own blog, Corporate Coder which can be found at http://EricLandes.com. He is also a frequent contributor to http://developer.com.
Lean Kanban Lessons from a Software Developer Business901
This is transcription of the Business901 Podcast with Chris Hefley, President of Bandit Software. Chris offered a perspective from not only a producer of a product for Kanban but as a software developer himself. A fresh perspective of not only Kanban but Lean in Software Development, this is not a consultant or an author of a how to book but someone that is in the trenches living it day and day out.
How Lean, Six Sigma and Agile all work under the same umbrella at xeroxBusiness901
This is a transcription of the podcast, Adding Customer Value in Development at Xerox that featured Patrick Waara talking about Xerox’s use of Agile techniques. Pat has been with Xerox for nearly 25 years teaching Lean, Six Sigma, and Agile techniques to Xerox’s software development community improving their software development capability. Our conversation originally was designed to discuss swarming and Lean problem solving. However we ventured off into the subject of how Lean, Six Sigma and Agile all work under the same umbrella
2i recently attended a DevOps Summit in London to learn more about how different companies have implemented DevOps. Read our overview to gain a better understanding of the DevOps operating model.
During the last years, Markus main focus has been on transitions towards Lean and Kanban product management and development practices across his portfolio. With Arne Roock, he co-authored ‘Replenishment’, a free eBook on Kanban. Markus is one of thought leaders of the Kanban Movement and is speaking at the upcoming Lean Kanban Central Europe Conference (It is in Hamburg, Germany, Nov 4-5, 2013) about Boundaries of Kanban – Disruptive Innovation.
TlS: Theory Of Cosntraints & Lean Six SigmaBusiness901
Mark Woeppel, the President of Pinnacle Strategies was my guest on the Business901 podcast and this is the transcript of our discussion about the integration of TOC and LSS.
Ron Mascitelli, president of Technology Perspectives was my guest on the Business901 podcast, Lean Design interview with Ron Mascitelli. Ron is the author of five books, his most-recent publication, Mastering Lean Product Development: A Practical, Event-Driven Process for Maximizing Speed, Profits, and Quality. This is a transcription of the podcast.
Lean Design and Lean Construction Consultant, Trainer and Author, Alan Mossman of The Change Business was my guest on the Business901 podcast, We don’t use a Transactional Contract for Marriage, Why for Projects?
With the impact of Covid-19 pandemic usage of cloud based phone systems has become popular among all businesses. The extensive demand for online meetings and work from home has changed the entire scenario of how organizations previously used the services.
The need for migrating or setting up new communication services like VoIP API providers has revolutionized the overall performance of the organizations by the way they started to deliver the quality of services to their customers as well as the monitoring of the employees who are working remotely at different locations.
Vitel Global India has come up with such inventive thought before the outbreak of the pandemic itself and started providing VoIP business phone services to many industries without being compromised in the installation or the customer support.
Vitel Global India has also facilitated many organizations with outstanding technologies like SIP trunking service which is a completely secure mode of communication that requires a basic knowledge of operating the devices.
Vitel Global India is a cloud-based business phone system provider exclusively for organizations that require professional communication features, Vitelglobal provides the best services in India for cloud PBX systems, cloud telephony, IVR service, IP phone, CRM systems, Conferencing, Leased lines, Business Broadband, & more. Users enjoy a truly unified communications suite, with all business communication needs in one place.
Vitel Global India Office is a cloud PBX that gives users the power to act like a Big Business by giving lower rates on calls, IVR, unlimited extensions, VOIP, SIP Trunking, mobility, call logging & more. Users enjoy a truly unified communications suite, with all business communication needs in one place.
https://www.vitelglobal.in
https://www.vitelglobal.in/contact.php
https://www.vitelglobal.in/blog/
https://www.vitelglobal.in/voip-live-demo
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The Faces of Change 2 Introductory Program provides a foundation for teachers, parents, social workers and mentors to understand how and what that relationship should look like for students presently and in the future. By using the Faces of Change Timeline as a central focus we will introduce the central theme of the Faces of Change 2 program. Participants are provided with the groundwork on how to use Faces of Change activities in the classroom while counseling, advising, or serving as an advocate for the student.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
The ability to ask good questions is essential in today’s world. However, as Stephen Covey categorized in one of his 7 Habits; “Seek first to Understand, then to be understood.” Or another way Dale Carnegie phrased this, “To be interesting, be interested.” To accomplish this, I think one of the areas that most of could work on is to develop our ability to quickly recognize the purpose of the question. When we do this, it is much easier to align perspectives and therefore engage in collaborative efforts.
Adapted from the work of Stafford (2009) and from the book, Collaborating for Inquiry-Based Learning: School Librarians and Teachers Partner for Student Achievement by Virginia L. Wallace and Whitney N. Husid, the Purposes for Question diagram is an ideal training aid for me in sales and marketing.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
Turning Reflection into Action using the Lean Process of CAP-Do
Overview of Kanban at Xerox
1. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Kanban at Xerox
Guests were Michael Curry & Rob Piersielak of the Xerox Corporation
Related Podcast: Kanban at Xerox Corporation
Michael P. Curry is a Materials Manager for
Worldwide Manufacturing Operations at Xerox
Corporation. He leads an organization
responsible for configuration, planning and
purchasing in support of printer products built at
Xerox in Webster, NY. He has 15 years of
management experience with Xerox in positions
such as Operations, Procurement and
Materials/Logistics. Curry earned his BS from
SUNY at Fredonia, NY and his MBA in International Business from
St. John Fisher College, in Rochester, NY. He holds a Green Belt
Certification in Lean Six Sigma and is a member of the Institute
for Supply Chain Management.
Rob Piersielak was born in Rochester, NY. He received his BS in
Industrial Engineering from Alfred University,
and his M.S. in Engineering and Global
Operations Management from Clarkson
University. He is a certified Lean Six Sigma
Black Belt, and is currently a Master Black Belt
candidate. Over his 20 year career at Xerox
Corporation, Mr. Piersielak has had numerous
positions throughout the supply chain, all
focused on process improvement and design.
He lead projects redesigning manufacturing
plants and warehouses in seven different
countries, was part of the Global Just In Time Manufacturing
Kanban at Xerox Corporation
Copyright Business901
2. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Deployment team, and also lead the manufacturing team in rapid
Time to Market product delivery project that delivered benchmark
TTM results for Xerox. He is currently responsible for worldwide
Supply / Demand and Order Fulfillment for the company’s
flagship product, the iGen press, and is also responsible for
Webster Manufacturing Materials Logistics Operations.
Joe Dager: Thanks everyone for joining us. This is Joe Dager,
the host of the Business901 Podcast. Participating in the program
today is Michael Curry and Rob Piersielak of the Xerox
Corporation. Could you both take the time and just give me a
brief overview of your position at Xerox? Michael, would you
start?
Michael Curry: Thanks, Joe. As a materials manager here in
Webster Manufacturing Operations, I'm responsible for an
organization that handles the configuration, planning, and
purchasing for parts that go into the products that are built
primarily here in Webster, but also at some of our other satellite
locations.
Rob Piersielak: This is Rob Piersielak. In my role at Xerox, I
wear two different hats. Hat one is for our flagship color
production press called iGen. I'm responsible for global
supply/demand and order fulfillment. I'm responsible for the
supply chain for that product. The other hat I have is for our
manufacturing plant here in Webster, New York. I'm responsible
for all material logistics operations, warehouse, docks, material
movement, truckers, etc.
Joe: I was interested in having a podcast on the use of the more
traditional forms of Kanban, and I appreciate the two of you
volunteering. Rob, could you explain to me on what prompted
Xerox to start using Kanban?
Kanban at Xerox Corporation
Copyright Business901
3. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Rob: In the early 1990s, there was an initiative called the
Just-In-Time Transition Council. And that was basically a team of
folks who were chartered to understand the Toyota production
systems and deploy the philosophies contained within those into
Xerox. Kanban was one of the many tools that we started to use.
The initiative, as part of our overall control system, was to
reduce, initially, dock to dock, cycle time, and then alternatively,
cash to cash cycle time.
Joe: You've been using it for 15-18 years?
Rob: Yes. I've been with Xerox for 20 years, and it's been part
of my everyday life, no matter what job we've had.
Joe: I know you use Kanban in the manufacturing and your
supply chain, what's one of the better things in Kanban, overall,
that you have used?
Rob: I'd say probably from three different flanks. One is speed
and agility, and our ability to rebuild many different types of
products. And they're very complex. So we're able to model mix
and change from one type quickly because we don't have a lot of
inventory on the floor. I'd say secondly, from an overall inventory
dollar perspective, every year, we bring down our total
investment in inventory down considerably, just by minimizing
them on the floor, establishing processes, and using tools like
Kanban that allows us to do that.
Michael: Rob, building on your points, it really enables the
flexibility as well as the inventory dollars in any of the model
mixing that we're looking for. And then obviously, just in terms of
the pure footprint that's required on our production floor,
obviously that enables some of the requirement that we need
there.
Kanban at Xerox Corporation
Copyright Business901
4. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Rob: Joe, my third one was that as our manufacturing
management team becomes much leaner, over the years, we've
reduced significant amount of layers of management. Kanban
enables us to have union members who are managing inventory
levels...That are managing production levels and they do it solely
on the Min-Max that we will establish for them. We explain to
them the process, and I never need to get involved, unless of
course they come to because there's a barrier or two to attain
more supply, or some other operational issue.
Joe: What have you found to be the biggest shortcoming?
Rob: For me, the shortcoming is you have to have an
environment that is quick to respond to those issues that come to
you. So if you speak in the metaphor of Just-In-Time, if you lower
the water level of inventory, you're going to find rocks. And when
you find those rocks, you need to take immediate action. And I
find it's not always our culture, and some of our suppliers' culture
to respond immediately. So if you have a pack multiple changes,
a quality problem, or some other issue that changes the
parameters you've set, you need to respond quickly, else you will
shut your line down.
Joe: I've always seen the river rocks showing, using that
metaphor, when you do lower your working process. You see the
problems, and you can deal with the variations easier because
they're more apparent. Did you find that to be true when you
installed Kanban?
Rob: Absolutely. Maybe the next level of that model is, sure,
you've lowered the water, and you get rid of the rocks that you're
experiencing today. But then as you keep sailing along, a rock
that wasn't there yesterday pops up, and you need to be quick. I
know we're going to get into a couple of examples of what we do,
but the message is that you can't just assume that you can
Kanban at Xerox Corporation
Copyright Business901
5. Business901 Podcast Transcription
Implementing Lean Marketing Systems
implement Kanban, and now it's in autopilot, and completely
ignore it, and move on to other activities in your business.
Joe: A lot of people think that a manufacturer like a Xerox,
probably has some clout with their vendors, they just shift that
problem, when they use the Kanban, down to their suppliers. Do
the suppliers use Kanban too? How is that relationship viewed?
Michael: I wouldn't call this shifting the problem, in the case of
our external suppliers, Joe. This was obviously a deliberate design
on our part to get a signal process in place for the larger, more
complex assemblies that are required that go into the printing
and publishing devices that we manufacture here. So it really
wasn't the intent to shift the problem to a supplier as much as it
was to enable the flexibility in the floor space that we needed
here, and to get a good signal process in place with them.
I think it's worked. I think our suppliers would say it's worked
quite well with them too. If you have a moment, I'll spend a little
bit of time and give you some examples of the process, if it helps
give a visual.
Joe: I think that would be great because that's always one of
the questions, and I have another question to follow up on that.
But a couple of examples now would be excellent.
Rob: Joe, before Michael's example, the one I'd like to build on
is it's a collaborative effort. You don't just tell a supplier you're
doing a Kanban. We tell our suppliers at a higher level what we're
trying to accomplish, what we're doing, and why. We explain to
them our pinch points, our process issues, and constraints, and
we learn theirs as well. And what we've found ...Again, Michael
will elaborate in examples is not only does it benefit us, but also
it benefits the supplier because they can be aware of our needs.
They anticipate any issues that we may have because they have
things like shutdowns and they're own vacation and ANL issues as
Kanban at Xerox Corporation
Copyright Business901
6. Business901 Podcast Transcription
Implementing Lean Marketing Systems
well to manage. And because they are aware of it, and we have
done that collaborative process, they can have a much more
efficient operation as well, and not have their internal issues
impact our production.
Michael: I think they would say that it's been a real benefit to
both of us on those fronts. To cite a few examples of how we deal
externally with the suppliers outside of our four walls, I'm going
to give just a couple of them. There's an assembly that's rather
large in size, to give you an idea let's say that it's certainly bigger
than a breadbox but not bigger than the size of your desk. But
it's a good size assembly that's required to go into the machine
that we produce for our customers around the globe here.
Those assemblies are on carts that are staged in our
work-in-process area on that production shop floor. We are
typically holding approximately two carts, maybe three carts, per
day in that area. In that traditional Kanban process, when those
carts become empty, they are immediately moved from the
production floor to the shipping dock and sent to our external
suppliers for replenishment.
There are two deliveries a day typically. So there's an external
dock that's taking those empty carts to our suppliers, and on
return, they are coming back with replenished carts with the
assemblies on them that are required from us.
The signal obviously is the empty cart. They also get a production
purchase order which is at the larger scope for "Here is what we
think we will need for those assemblies" and perhaps based on
the leave time of the assembly that's going out four to eight
perhaps even 12 weeks out, in terms of the overall purchase
order. But the signal itself is a combination of the empty cart that
the supplier receives, and in some cases, a weekly bill schedule
that the supplier receives directly from Xerox.
Kanban at Xerox Corporation
Copyright Business901
7. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Joe: He is actually being furnished with a forecast but the actual
physical movement of materials based strictly on Kanban?
Michael: Right. And as you can imagine, there are multiple
configurations of that same assembly that are required,
depending on the customer and/or geographic location of the
product that we are building too. That same assembly may have
slightly different variations, hence, why it's critical to have just
the right amount of carts that are required to handle the
flexibility that's required for the unique configurations inside of
that assembly. So we have several examples like that on larger
assemblies that we are dealing with our external suppliers. We
also handle similarly packaging, the packaging that goes into and
around our finished goods, and a lot of the corrugated that's
required to build around those assemblies.
We have a similar process with our corrugated suppliers in the
area. That triggers based on a signal of that same type of
requirement, so that we can have that flexibility to build a
product when we need it, and have the corrugated available to
package and ship it to our customers.
Those are a couple of the Kanban processes that we have in place
with our external suppliers. Rob has offered to share with you a
little bit more about some internal processes that we have.
Rob: Internal to the manufacturing plant, we also use Kanban in
many different areas. A couple of key examples would be, one, as
you may be aware, Xerox for many years has been very diligent
about asset reuse and recycling. When a printer or a copier gets
removed from a customer location, we call it affectionately
"hulk". And we bring those back, and we will tear them down. We
reuse parts, or we may do a re-manufacturing of the asset. We
use the Kanban process within Maxis. We want to make sure that
we have exactly what we need for our manufacturing production
plant, not too much, not too little.
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We've now established a process. We have a person, who
manages this, and their entire job is to make sure that for each
product code that we re-manufacture, we have exactly the
quantity we need for the next week's production plan.
Secondly, I'd say an example of where management resources
can benefit from use of Kanban is our products, as you can
imagine, they use custom pallets, due to the dimensions of our
product and the weight. The pallets are quite expensive. Under
the vein of recycling, we get back as many from the field that we
can get. Occasionally, we do have to purchase new.
It took some time to implement, but now we have in place a
process where a member of my union team, we've set up a
Kanban based on height and based on the different types of skids
that we have, this person, when it gets to the min point, works
with the field to get pallets returned. If the fields run out of that
particular type of pallet, they work with the buyer to get a
purchase order cut.
We have a very short lead time for the new pallets, and then we
get those skids in. so, for all the pallets we use for our products
now, we never have to worry about running out, never have to
worry about having too much. Because of the progressive nature
of scanning the field for return pallets, we're spending very little.
Fortunately from an environmental aspect, it's great because
we're buying very few pallets.
I'd say a third area internally is, if you can imagine the nature of
our products, they're quite large, and so we're trying to minimize
our floor space. I have an area that's dedicated to creating kits,
like one example would be panels that go around our printers.
So this group...And again, complete self-directed union team,
they work with manufacturing. They've established a Kanban
location. They know what product that the line's going to be
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building that day. They make sure, on the location, there's a kit
of the panels required to scan those products. Then they'll be
working today on the quantity required for tomorrow. Those
inventory values that they have in the kitting area, they flow back
to the buyer and to the supplier, so that we make sure that we
have what we need but not too much.
Joe: When you read about it in a book it sounds perfect. You
just get a card and it flows. We know that isn't how it happens,
real world. It's got to be managed. And Murphy rules:
somewhere, something will happen to upset the apple cart.
Where have you found the holes in your Kanban systems? Are
there particular areas that always jump out at you, or is it
different to each process that you instill a Kanban in?
Rob: I'd say on I already mentioned is, it's not cruise control;
Murphy does live. So you need to be responsive. The downside of
being lean is, when something does happen, you don't have a lot
of time to react to it. So that is definitely the negative of lower
inventory. The other areas I would say that will bite you are, one,
human intervention. Sometimes people feel empowered,
sometimes for the right reason, to intervene and meddle with the
Kanban system. It could be for things like, if they're going on
vacation and they are worried they'll run out of parts, and they'll
stock up. Anytime you get the human intervention altering your
process; that will cause you problems.
Michael: Yes, I agree, both by design, Rob. So, by intent, I'd
like to put a hedge in because I think I'd like to do something
slightly different, or I don't believe, perhaps, what the supplier's
capable of doing. Or even in the case of when Murphy does come
up, and that expected shipment didn't come in because there was
a problem with the trailer that was bringing it in on a Thursday
afternoon. But it does drive both us and the suppliers to
accountability. So if you continue to put those hedges or those
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manual mechanisms in place, you can argue you never get to
really where you want to be in terms of the operational level both
upper and lower control limits. So the problems do indeed come
up but I think we are better off when we really let it run itself as
opposed to putting the manual overlays in.
Rob: You really need to spend time educating the process
participants involved and how the stacking points are calculated
and replenishment signals, and why to get them on board so
that...And again, it is not...We have great people and people
aren't evil. They are not doing the things with ill intent.
Sometimes they will meddle and change things because they
think they are really helping things. But they don't understand
what they are trying to do and why. And what the good action
that they believe they were taking could cause problems.
Joe: I think that is normal, just human character to fix
something or sometimes that; we are not aware of what we are
doing outside of our immediate area when we do that. Would you
call Xerox a lean company? Or do you follow the TPS production
systems?
Rob: Yes. We definitely found many of our aspects of material
production system. We have been practicing Lean since early
90's. I would say two of my direct reports...I think all but one are
a greenbelt certified Lean Six Sigma and that person is
undertaking...They are in the process getting certified. I have
several people in the union in my organization that is greenbelt
certified. So originally, it was from where the Malcolm Baldridge
Award and our leadership and quality that gave us the foundation
to build upon. Now through Lean Six Sigma, you can...It is very
common you will be walking into a team meeting or even an
impromptu meeting on the floor. And you'll listen to the dialogue
and they will be discussing non-evaluative activities and ways and
defect level.
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They may or may not have a graphic data to show up but you
listen to the conversation. And as demonstrated by the daily work
activities, I think that is the proof that it is a lean company.
Michael: It is not only on the existing work that we do. But as
we continue to take on new work, new programs, new products
that is always embedded into those assumptions as we launch a
new program and it has become a new product. It is absolutely
ingrained in the work processes and the peoples work itself.
Joe: So for Kanban to work you basically follow standard work? I
mean is there a standard work practice in the areas when you are
talking about people making decisions that allow them to
understand the Kanban system?
Rob: There are standard processes that people are not
empowered to change the standard work process unless they use
the appropriate change, process to change it. We want people to
be enthusiastic and creative and as they discover areas for
improvement, they are encouraged to so, but they can't do it just
100-percent on their own. We are also ISO certified; our
processes are documented and audited, so they are not free to
change things on their own without following the appropriate
change process.
Joe: I got a little side-tracked there but I was just kind of
interested in that. But, back to the Kanban side. Do you find a
need to install buffer stock? I mean, how lean can you really get?
Rob: Well, I think it really depends on your sourcing model. So,
of course we are globally sourced and I'll let Mike talk about that
in a little bit. But for our local suppliers it's not uncommon that
we will have maybe two days of supply in the building.
Mike Curry: Yes. I would agree with you Rob. Thanks. And
some of it is to enable the flexibility that we want within
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configuration mix. Some of it is, frankly knowing that merchant
very well. I would say for the most part, it's about a day and
half-two days depending on the assembly that we are talking
about. The supply and demand case and the customer we are
trying to support. But there is definitely some variability in what
we carry. But for the most part we try to keep it extremely lean.
Joe: When you talk "Globally", it is interesting using Kanban
because everybody thinks of something being shipped very
quickly to them. That's tough to imagine in a global matrix,
especially when pricing and so many other things are being
dictated by things coming over in a container. How does Kanban
work globally? Is it just a longer span? A little bit more work in
process? Do you just kind of take it just up a notch? How do you
do that?
Michael: I can cite two different examples, Joe. One, Rob was
talking earlier about we do some re-manufacturing recycle and
we do have some assemblies for example, that are built
overseas. There's a business model that suggests that those
particular assemblies be re-manufactured based on an expired
alternate date. So the signal; the Kanban process for those is OK,
as those spent hulks come back that Rob referred to earlier, we
yield that assembly. When we get a cart and/or a container load
full, that is indeed sent back to the OEM supplier to
re-manufacture. That is indeed a signal that's in place with them,
with us here.
Another example is an assembly house, an external supplier
locally here but all of the components are indeed sourced from
overseas. So that assembly house that is local to us here has got
their own signals with the external supplier but the actual Kanban
is in place between us and them.
Kanban at Xerox Corporation
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Joe: Do you always think that Kanban a visual signal like a card
or a container or is it done electronically? Do you just send them
a picture of a container?
Michael: It's primarily a cart on the larger assemblies. And I
was referring earlier to the packaging. Obviously, the packaging
is coming in...This corrugated packaging that I was referring to is
coming in on skids. That's probably more of an electronic signal
that said, "Look, we've consumed the following configurations for
the week and here's what we need next."
Rob: Yes. I agree. I'd say most of our Kanban is either a spot on
the floor or a height, a tape, a stack, or a cart. The only one, as I
was preparing for this session, I was remembering years ago we
had an operation in Mitcheldean, England where they made wire
harnessing and other components. That was one of the only
facilities I saw globally in Xerox that where the card methodology
to signal to produce and replenish worked well. There were small
parts, small bins, and a small rack. And it worked very well in
that instance. However in the larger parts and the larger lines the
cards, when we tried to implement them, I found it really added
to an administrative burden that I think was really kind of
needless.
What's interesting is you cite electronic. What we're in the
process of doing right now is...I'd say by the end of this quarter
100 percent of our plant will be on what we're calling
"consumption pull". That's really an electronic Kanban where
we've already completed this on a couple of lines and we're doing
our biggest line right now.
Defining the stock points and what is that? No padding, no fluff.
What do we really need on a part by part basis? Then setting the
replenishment signal in our internal shop for our control system
and the human element is completely out of it. Where historically
it would be a material dispatcher or an operator who would say:
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"Oh, I need some of those, and those." They'd go shopping and
they'd scan for the parts they need.
We are truly limiting 100-percent of the human interaction. The
human part will only be dated of course if something changes or
if there's a defect found. We are going with that electronic
Kanban to all of our lines.
Joe: What benefit do you think you'll receive out of that?
Rob: Well, first and foremost it's floor space. At the Webster
campus, as we brought more work in and more groups of people
in where our manufacturing footprint has been condensed
significantly, and so in lines that used to have the benefit of
abundance of space that worlds changed significantly. So first is,
we are shrinking our lines down, delivering the same output but a
significantly reduced footprint. Second, we were pushing the
inventory back to the warehouse then ultimately back to the
supplier. We create fewer inventories inside of the building.
Third, the less you have to touch a part, the less people you need
to touch it. So we're getting efficiencies from the fact, we need
less people to do the work.
Michael: Rob, I also think it's a more accurate position of what
you truly had in inventory and that signal is representative on the
buyers planning page and all the way back to the supplier. It
enables a more accurate snap shot of truly where you are in the
on hand inventory balances and what you really need.
Joe: I think so because work-in process is always the mystery
for everyone. It's the hardest part to manage, it's the hardest
part to account for, it is the hardest part...I mean we could go on
and on in the manufacturing part of it and always work-in process
is a tough part. As you shrink that I would think it would be you
would have to be more efficient and your quality would rise.
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Rob: Absolutely, also you start to see elements of waste. We
have great employees. So it's not always intuitively obvious that
your lines are imbalanced. So, you'll have an operator who is
building up sub-assemblies ahead of time. They are working and
working and they are building up. That is because they have the
materials and the space to do so.
So, when you do install with caps, when you truly in effect look at
your system and try to implement a work control system, which
Kanban is only one tool to accomplish that via. But when you
really put in a whip cap, it starts to become apparent where the
areas of waste and opportunity are in your operation.
Joe: I'm going to ask kind of a silly question, I think. But if
you've been doing Kanban for 20 years, what's left to get out of
it? I mean, haven't you gotten it right yet?
Rob: It's quality, it’s a continuous journey. Yeah, we've gotten it
right. Then we've gotten it better. Then we've gotten it better,
again. Then products change, and we add new products. Then it
gives us a whole new way to do it. And then we, for the time to
market process, we engage early in the design of the product.
So let's face it. You can't get rid of all waste in a process. It's
either cost prohibitive or it's designed in and you have to deal
with it. But the next products that come down, you change their
sourcing. You change the ways that we test them and build them.
That brings about new opportunities.
Michael: Yes, I would agree. We still have a ways to go on the
existing product that's in house already Rob is referring to. As
you continue to key up the next band of products that are
destined for our organization, our factory, you look at those again
and think, "Can I do it with the existing model?" Or if the
sourcing is slightly different then you have to, perhaps, adjust
some of the Kanban assumptions.
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Joe: We always talk about pull in lean manufacturing, but is it
really being triggered by the customer?
Rob: Not directly, no. I don't remember if it was UPS or FedEx,
but if you remember the commercial a few years ago where they
do this pan shot some morning and the factory workers aren't
there yet and the lines bins are empty. The premise was, "They'll
have it stocked in the morning for the parts they need for that
day." It's a great vision but I think global sourcing, particularly
for large complex electronic devices, it's really not realistic in
today's world. You have to do a hybrid push-pull.
So in a purest sense just in time would be, I get an order. That's
my signal to start one and complete one. No orders; everybody
sits down. Particularly if you have seasonality for your product or
service, it's not possible because you can't afford the staff for
your peak demand periods. You have no choice but to staff and
design your operation at a lower than your peak and you have to
build ahead. So you still have to use your forecasting.
Now it doesn't mean you don't turn a blind eye. For example we
look at things like the cue in the prospect list where we're very
integrated in the orders cycles globally. We pay attention to
where deals are in the sales management process. We tailor the
configuration that we have in stock to those processes.
Now clearly we can't do that for all products. The smaller ones,
you just need to go on a more historical forecasting and
supply-demand rules. But for the very expensive, very large
boxes with a longer sales cycle, we absolutely take advantage of
that.
In fact, one of the areas, an example of where we're trying to
change and grow, we have a product that's not launched yet. Our
goal is absolutely to have some sales skin in the game as to
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whether we build it or not. The sales cycles are such that we can
build the system inside of it.
We're going to expect our operating companies globally to have
commitment that if they want us to build the system, they are
selling it. The customer may not have actually fully signed on the
line, so we'll need to commit to it. It's going to bring about a
whole new level of conversation.
Joe: Is there some other topics that maybe I've left out that
maybe we should talk about a little bit? One of them is, I guess,
mixed model that I think of right off that I didn't really talk about
too much. Can you explain mixed model and what that is?
Michael: Yes. Rob, if you want I'll take a shot at it then you can
chime in. Depending on the type of product that we're building
for a customer, you can imagine where we're shipping it to may
very well have an impact on what goes into the product, right?
We know what goes into a product that's for perhaps a product
that's going to be installed in Europe is different than for North
America. There's a lot of electronics that are slightly different,
different requirements for Rohas versus non-Rohas. Right down
to the labeling that the customer may indeed want.
So that precludes that you tend to get into a lot of different
configurations for the different customers in geographic locations.
So with that, those larger assemblies I was citing earlier that are
indeed part of the Kanban process may very well have four, six,
eight different configurations. If it's a larger assembly that's got
150 part numbers in it, perhaps 135 of them are all common.
But those other 35 that make it unique require that you indeed
may have to have another cart or two in the process. All of our
products do indeed carry multiple configurations. And some of
those customer requirements are indeed in and around flexibility.
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In other words, they'd like it sooner so we tend to either carry
unique assemblies on a cart waiting or perhaps carry it at the
lower piece part level. Rob, I'll let you build on that if you'd like in
terms of configuration mix.
Rob: I'd say the only ability...I think you've painted an adequate
picture of the complexity we have to build and deal with and
bringing it back to the topic at hand. I think Kanban is an enabler
for that. Because let's say you need to build five vanilla and five
chocolate. There's a very expensive board that's different
between those two. We will set the Kanban and make sure we've
only got five of the boards you need out there, not excess.
Because, let's face it. As much we wish designs were perfect and
fail safe there are some scenarios where when you plug the
chocolate board into a vanilla it'll work for a while. Then it will
prematurely fail or cause other defects that we might not catch.
We don't have a lot of those situations but clearly the more you
control your configuration and the build quality, with the parts on
the operators station and take decision making out of the
operators hands, it just positively influences on quality.
Joe: In any manufacturing system there is still a time that
comes by that you ignore some of these things and you ram
something through that you have to deliver; emergencies
happens and stuff. Do you ignore Kanban at that time or does
Kanban hurt or help you? Or is there a FIFO lane there? How do
you handle that; those emergencies?
Mike: It's Mike, I'll take a stab at it. So the Kanban still resides
whether it's an emergency order or not. If it's a very unique
request we certainly have the ability to work around or perhaps
introduce an additional cart, for example. But the Kanban is
indeed the core part of the work process and what's on the shop
floor. So we do not deviate from the Kanban process itself. We
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may introduce another cart for example, into the system or take
one out depending on the case. But we do not let the Kanban
process go by the way side in cases that are even extreme.
Joe: I think that's a good point. You still follow standard work to
be able to produce it.
Michael: Right. It's the way we get work done. It's the way the
material gets from the dock to the line. Now of course, if there's
one particular part that we are out of and the lines down ...When
the Fed Ex truck backs up, we may have that one particular part.
We would expedite the line to get the line the pieces they need.
But then, that shift will be back to business as usual. If it's a
Kessler building or a Kanban-Card or what have you.
Joe: Is there anything you would like to add to this
conversation?
Rob: I've said a couple of times, Kanban is a tool in the part of
an overall work control system. But you can't start with throwing
a Kanban in. You need to stabilize your production. So if you have
a very sporadic and non-standardize build of high rotation
workers and maybe you'll build in this quarter and you're not
going to build again for a couple of quarters. Kanban, it may be
very challenging to implement a Kanban. You have to first look at
your process, you have to stabilize it.
You have to reduce your variation in the process cycle time. And
of course, you want to pull as much waste as you can out of your
process cycle time. Once you've achieved standardization, then
Kanban can help bring you to the next level.
That's why this podcast we focus on this one tool which is
extremely valuable. But used in the wrong sequence of process
improvement, I think you could have some pretty frustrating
results and experience a lot of down time.
Kanban at Xerox Corporation
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Michael: Building on that, I think it is perhaps a traditional look
at Kanban would suggest "Well OK. It's this little list. I'm going to
deal with between me and supplier 'A' 'B' or 'C'." But as the
sourcing models do indeed change and become more complex, it
might look like you cannot use Kanban. But I think you can
indeed continue to use Kanban whether you're supplier is in your
back yard or perhaps even hundreds, thousands of miles away.
There are Kanban type processes that you can put in place and
that can be productive in a win-win for both your business and
your supplier.
Rob: So my advice to someone that really wants to play with
this powerful tool is to understand your process. Make sure it's
standardized and you've minimized variation. Then set your rules
for what your stocking points are how much you can afford to
have on your line. What your replenishment signals going to be.
Is it going to be electronic-card? Who is going to manage it? Who
owns it? Put their name right on it so that it's visible for the
public to see.
If it is external where you're dealing with a supplier, engage that
supplier. Bring him into your plant, go to their plant. Understand
each other’s processes and their constraints and weaknesses.
Then the last part is in your culture make sure that you have a
velocity for dealing with issues when they come up. Make sure
things don't get swept under the carpet. Otherwise, you'll be
dealing with issues on every single replenishment, which gets old
really quick.
Kanban at Xerox Corporation
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Joseph T. Dager
Lean Six Sigma Black Belt
Ph: 260-438-0411 Fax: 260-818-2022
Email: jtdager@business901.com
Web/Blog: http://www.business901.com
Twitter: @business901
What others say: In the past 20 years, Joe and I
have collaborated on many difficult issues. Joe's
ability to combine his expertise with "out of the
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ingenuity. A brilliant mind that is always a pleasure to work with." James R.
Joe Dager is President of Business901, a progressive company providing
direction in areas such as Lean Marketing, Product Marketing, Product
Launches and Re-Launches. As a Lean Six Sigma Black Belt,
Business901 provides and implements marketing, project and performance
planning methodologies in small businesses. The simplicity of a single
flexible model will create clarity for your staff and as a result better
execution. My goal is to allow you spend your time on the need versus the
plan.
An example of how we may work: Business901 could start with a
consulting style utilizing an individual from your organization or a virtual
assistance that is well versed in our principles. We have capabilities to
plug virtually any marketing function into your process immediately. As
proficiencies develop, Business901 moves into a coach’s role supporting the
process as needed. The goal of implementing a system is that the processes
will become a habit and not an event.
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Kanban at Xerox Corporation
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