Supply Chain Risk Management: Tornadoes and Earthquakes and Floods, Oh My!
In "The Wizard of Oz," Dorothy exclaims "Lions and tigers and bears, oh my!" as she starts her journey down the yellow brick road. She hadn't actually seen any lions, tigers, or bears, but people said they were there and she feared the unknown. The March 2011 earthquake in Japan has drawn new attention to how companies should manage risk in their supply chains, and whether JIT inventory practices are still a good idea. This Executive Briefing shows how properly constructed supply chains are almost entirely disaster proof. By developing strong supply chain strategies, using supplier partnerships, and building risk management plans, companies can avoid the dangers in the supply management forest.
Creating a Culture of Action
A leader's vision, when articulated as a target state, has the power to foster a culture of ownership and accountability. Learn what it takes to establish a habit of action throughout your organization, creating a true state of continuous improvement.
Good or Great?
Is "innovative" a word you'd use to describe your organization? In this Executive Briefing Rick shows how continuous improvement translates into competitive advantage, especially in a slow economy.
Is Freight the Tail that Wags the Dog?
Find out why a price break on freight today could set you up to lose money tomorrow.
You Better Watch Out
China is coming to town. Find out how to compete with Chinese companies that are moving their operations to the US, and why labor cost isn't the only factor in play.
The Eighth Waste
You've heard of the Seven Wastes identified by the Toyota Production System, but have you thought of others? In this Executive Briefing Rick illustrates The Eighth Waste: interruptions.
Supplier Partnerships for Competitive Advantage
How would you characterize your business relationship with your suppliers and customers? This article reveals the leading edge model of Supplier Partner Programs.
How to Avoid Obsolete Inventory
Obsolete inventory is one of the largest components of inventory cost, and is often larger and more costly than executives are willing to admit. The important question isn't how to get rid of it, but how to avoid it in the first place. This newsletter outlines three proactive solutions.
Why Don't Things Get Done?!
Why don't things get done? It is a frustrating question that many leaders ask me. People go into meetings to discuss important issues and problems, but when they leave the meeting, nothing changes! Why is that? There are three things that contribute...
A Way to Have Your Cake and Eat it Too
Many companies are looking for ways to cut costs without laying off valuable employees. The State of Oregon can help to achieve these objectives. Many of my clients have not been aware of the Work Share program which allows employers to cut costs by up to 40% while helping employees maintain most of their pre-layoff wages.
Focus On Breakthrough Results!
The most successful companies achieve breakthrough productivity improvements by focusing on their entire business process from order to delivery and from supplier to customer. It is more than just operations and the processes for producing or delivering the product or service.