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We don't deliver training, we train to deliver business results.

Quotable Quotes from “Visionaries” of the Past

Posted on February 7, 2014 by

       Everything that can be invented has been invented.

      Charles H. Duell, Commissioner, U.S. Office of Patents, 1899.

       I think there is a world market for maybe five computers.

      Thomas Watson, chairman of IBM, 1943

       But what … is it good for?

      Engineer at the Advanced Computing Systems Division of IBM, 1968,

commenting on the microchip.

       There is no reason anyone would want a computer in their home.

      Ken Olson, president, chairman and founder of Digital Equipment Corp.,1977

       “This ‘telephone’ has too many shortcomings to be seriously considered   as a

means of communication. The device is inherently of no value to us.”

      Western Union internal memo, 1876.

       “The wireless music box has no imaginable commercial value. Who would pay for a message sent to nobody in particular?”

      David Sarnoff’s associates in response to his urgings for investment in the radio in the 1920s.

       “Heavier-than-air flying machines are impossible.”

      Lord Kelvin, president, Royal Society, 1895.

       “Drill for oil? You mean drill into the ground to try and find oil?  You’re crazy.”

      Drillers who Edwin L. Drake tried to enlist to his project to drill for oil in

1859.

       “Airplanes are interesting toys but of no military value.”

      Marechal Ferdinand Foch, Professor of Strategy, Ecole Superieure de Guerre.

       “Louis Pasteur’s theory of germs is ridiculous fiction”.

      Pierre Pachet, Professor of Physiology at Toulouse, 1872

       “The abdomen, the chest, and the brain will forever be shut from the intrusion ofthe wise and humane surgeon”.

      Sir John Eric Ericksen, British surgeon, appointed Surgeon-Extraordinary to Queen Victoria 1873.


Brilliant results from average people managing brilliant processes …

Posted on January 9, 2014 by

index

“We get brilliant results from average people managing brilliant processes – while our competitors get average or worse results from brilliant people managing broken processes”

~ Fujio Cho, Honorary Chairman of Toyota Motor Corporation


Lean and Six Sigma- What are the future prospects

Posted on January 9, 2014 by

Lean and Six Sigma have already been on an incredible run over the last couple of decades, although both approaches are based on good business management principles that have been around for a lot longer. In addition to producing billions in bottom line impact for companies seriously implementing it, it has gained notoriety and quite frankly, shows no signs of letting up soon.

With considerable time and attention being devoted by senior and front line managers, scores of employees are being trained in Lean and Six Sigma tools and techniques leading to on the job application to drive business unit, functional, corporate objectives and ultimately, profitability.

Can it go on like this indefinitely? 

A common question about the future of Lean Six Sigma is, when will it begin to wind down and perhaps morph into something else.

Continuous improvement also applies to Lean Six Sigma so whatever the ‘next big thing’ is it will look at least vaguely familiar. Some of these core strengths are the use of proven statistical tools, an overall improvement framework or roadmap (such as DMAIC), customer focus, utilisation of a formal infrastructure to supply the needed people, money and other resources, freeing top talent to work on the initiative and of course, reliance on senior leadership commitment.

To conclude, Lean Six Sigma is not just a set of tools and techniques- it’s a mindset and an attitude. Until this critical success factor is realized, most corporate Lean Six Sigma initiatives will be limited to ad-hoc improvements and fail to realize the benefits initially envisaged.


Just imagine you’re four years old, and someone makes the following proposal

Posted on December 5, 2013 by

Just imagine you’re four years old, and someone makes the following proposal: If you’ll wait until after he runs an errand, you can have two marshmallows for a treat. If you can’t wait until then, you can have only one–but you can have it right now. It is a challenge sure to try the soul of any four-year-old, a microcosm of the eternal battle between impulse and restraint, id and ego, desire and self-control, gratification and delay… There is perhaps no psychological skill more fundamental than resisting impulse. It is the root of all emotional self-control, since all emotions, by their very nature, led to one or another impulse to act.

~ Daniel Goleman


How Toyota builds cars – and what it teaches Aerospace companies

Posted on November 15, 2013 by

Bombardier Inc.’s Toronto plant employs an efficiency system developed by Toyota Motor Corp.
At first blush, the operations Simon Roberts and Dr. Kevin Smith run could not be more different. Mr. Roberts oversees the construction of some of the most complex aircraft in the world as head of Bombardier Inc.’ s Toronto plant in Downsview; while Dr. Smith is tasked with overseeing St. Joseph’s Healthcare in Hamilton as its chief executive.

But upon closer examination, a number of similarities between the two emerge, and in particular the challenges they face on a day-to-day basis. Both are in charge of huge facilities with a highly skilled workforce while trying to manage an extremely complex and precious product.

The goal for Mr. Roberts is saving money in an extremely high-cost, low-margin business. For Dr. Smith, it’s about saving lives.

They have also both turned to a somewhat unusual source recently to help them run their operations more efficiently: Toyota Motor Corp.

The Japanese automaker has long been considered the gold standard in lean manufacturing. But in recent years, other industries outside of the auto sector have also begun to adapt Toyota’s methods to streamline and improve upon their own operations, including both Bombardier and St. Joe’s in recent months.

The “Toyota Production System” was developed in the 1950s at a time when the Japanese auto industry was suffering, and Toyota, in particular, lacked the cash it needed to fund its operations and or even keep enough inventory on hand to build its cars.

In an effort to improve its operations, Toyota’s founders travelled to the United States to see how the wildly successful system instituted by Henry Ford built cars. But they were said to be less impressed by Ford’s plants than a system being used at the local grocery store: an automatic drink resupplier, where a customer wants a drink, takes one, and then another one replaces it. It was this machine, and its ability to hold only the inventory needed, that is credited with planting the first seed for what would eventually develop into the “Toyota Way” of building cars.