Breakthrough Business Results With MVT: A Fast, Cost-Free, "Secret Weapon" for Boosting Sales, Cutting Expenses, and Improving Any Business Process Review

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Breakthrough Business Results With MVT: A Fast, Cost-Free, "Secret Weapon" for Boosting Sales, Cutting Expenses, and Improving Any Business Process ReviewWow! I think this is this best book on process improvement ever been written!
I have read lots of books about improving business performance and this is the first one that details a truly practical procedure and then illustrates it with so many examples.
Dr. Holland's book has provided a powerful and practical process to determine what all business leaders and managers want to know - - What are the RIGHT things to change to make the business better?

The breadth of application for MVT illustrated in this book is unprecedented. It clearly demonstrates that MVT is not just applicable in R & D or in manufacturing processes, it can be used with any business process.
This book is a must read for all Executives and Managers looking to bring about significant improvement in their business processes.
Breakthrough Business Results With MVT: A Fast, Cost-Free, "Secret Weapon" for Boosting Sales, Cutting Expenses, and Improving Any Business Process Overview

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Who's Counting? A Lean Accounting Business Novel (Winner of the Shingo Prize for Manufacturing Excellence) Review

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Who's Counting A Lean Accounting Business Novel (Winner of the Shingo Prize for Manufacturing Excellence) ReviewVery few companies in the United States use Lean manufacturing or service methods. Because of this, most people in business don't know much about Lean operations. Most especially, they don't know how accounting has to change in order to support and strengthen Lean operations. Who's Counting takes the fundamental messages about Lean operations and translates them into an easier to understand format for adjusting accounting to fit.
In many companies that have started Lean operations, the effort was later abandoned because no one understood the accounting and earnings implications of a Lean transition until it was started.
These challenges include going from measuring and "controlling" after-the-fact with statistics that operating people don't find very helpful to real time measurements created and used by the operators, dealing with write-offs as obsolete inventory is discovered as inventory levels are reduced, absorbing an unusual amount of overhead costs as production drops along with inventory, and finding enough work for operating people to do after their productivity goes up by 50 plus percent. Along the way, the company has to run its old accounting methods while it adjusts to the new ones. There's a terrific amount of work involved for the accountants, and it doesn't go away. At the same time, they need to learn about Lean operating methods so that they can play a role in finding better process methods.
Who's Counting? exposes almost all of the issues that can affect accounting in the first two years of a Lean transition. From that point of view, this is a five-star book.
I found, however, that the book was a little light on explaining how the Lean transition would take place in operations. Most accounting people will need to read another book about Lean operations to fully understand the concepts.
The situation in the book will strike some as far-fetched, but it works well to expose the relevant subjects. Many companies start Lean transitions without understanding the implications for how operations will have to be adjusted. That's about the same as in the book where the Lean expert, Mike Rogers, fails to provide enough advance warning about accounting and earnings issues.
I especially liked the ways that Mr. Solomon showed how denial can play a role in slowing down progress . . . and that the motives of those encouraging Lean operations may not be totally pure (as shown here by Joe Reynolds, a member of the board).
As I finished the book, I wondered how companies could get a more realistic understanding of what the Lean development process is like for all of their people before starting. I suspect that many more Lean transitions would succeed if the decision-makers and essential implementers could do so.
Good luck with getting rid of "muda" ("waste" in English).Who's Counting A Lean Accounting Business Novel (Winner of the Shingo Prize for Manufacturing Excellence) Overview

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Toyota Supply Chain Management: A Strategic Approach to Toyota's Renowned System Review

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Toyota Supply Chain Management: A Strategic Approach to Toyota's Renowned System ReviewI am an old pro at TPS and have read many books on the topic, have been in this arena for over 20 yrs. This book does not present any new insights, but the authors do a decent job of taking the reader through Toyota's supply chain practices step-by-step. They use charts and tables very effectively. For example; they follow the process from forecast to S&OP to level scheduling (Heijunka). The reader does not have to be familiar with these functions in order to follow the book. Most experienced practioners will skip many of these pages. This book's strengths are it's comprehensiveness and the (fairly) easy to read style.
The authors make a few minor errors. One is around Takt time, which is the rate at which your customers are buying your product divided by your work hours. The authors made the common mistake of using takt time when talking about line cycle time. I have some serious doubt about the section that describes how team members make decisions about sequencing build at the last minute.
All in all, I recommend this book. If you understand this book, will have a good general understand on TPS supply chain.Toyota Supply Chain Management: A Strategic Approach to Toyota's Renowned System Overview

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Breakthrough Partnering: Creating a Collective Enterprise Advantage (Executive Breakthrough) Review

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Breakthrough Partnering: Creating a Collective Enterprise Advantage (Executive Breakthrough) ReviewBreakthrough Partnering is loaded with contemporary examples ofsupplier partnerships and it contrasts them with the 'old time religion' of bidding, leverage, and voluminous planning. Readers should come away with insights on how to transition from their old tenets to a new-found faith in the power of teamwork in supplier partnerships. Robert W. Hall, Founder of Association for Manufacturing Excellence, and Editor-in-Chief, Target magazineBreakthrough Partnering: Creating a Collective Enterprise Advantage (Executive Breakthrough) Overview

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