Practice the habit of early rising, use the first half hour to nuuture youself, review your values and mission; get grounded by reading something inspiring. The next half hour is best spent on planning the day; list your goals and methods of achievement; be certain you actions are serving your ends as every moment is precious. Finally, commit an hour to vigerous exercise, it is a small invetment that will keep your vessel in top shape, listen to something motivating and get into your zone. This has been my practice fo 30 years and it has served me well.
The Productivity Coach
-- Post From My iPhone
Dr. Edward F. Knab
www.edwardknab.blogger.com
www.edwardknab.com
Monday, June 29, 2009
Daily Effectiveness
Practice the habit of early rising, use the first half hour to nuuture youself, review your values and mission; get grounded by reading something inspiring. The next half hour is best spent on planning the day; list your goals and methods of achievement; be certain you actions are serving your ends as every moment is precious. Finally, commit an hour to vigerous exercise, it is a small invetment that will keep your vessel in top shape, listen to something motivating and get into your zone. This has been my practice fo 30 years and it has served me well.
The Productivity Coach
-- Post From My iPhone
Dr. Edward F. Knab
www.edwardknab.blogger.com
www.edwardknab.com
The Productivity Coach
-- Post From My iPhone
Dr. Edward F. Knab
www.edwardknab.blogger.com
www.edwardknab.com
Getting Things Done
Getting the most of everyday, every hour, every minute is dependent on awawreness and clarity. Awareness from the perspective of having clear goals and a conciousness of what is most important at this moment. Clarity in terms of judging multiple priorities and deciding specificly what to do now.
Productivity Coach
-- Post From My iPhone
Dr. Edward F. Knab
www.edwardknab.blogger.com
www.edwardknab.com
Productivity Coach
-- Post From My iPhone
Dr. Edward F. Knab
www.edwardknab.blogger.com
www.edwardknab.com
Saturday, June 27, 2009
7 Steps to Inventory Reduction while Improving Customer Service
Abstract:
Inventory is always a significant and visible asset - often the largest. Executives and shareholders have focused on inventory levels for years, but it has frequently been reduced arbitrarily, without a full understanding of supply chain implications. This paper discusses approaches to sustainable, and appropriate, inventory reduction.
7 Steps to Inventory Reduction while Improving Customer Service
"Our competitor turns its inventory six times per year, but we're only at four. We should be able to turn our inventory six times as well!" says the boss. "And get it done quickly!" From that, the inventory reduction crusade is set into motion. What's the easiest way to lower inventory? Yep, slim down the stock on the medium and high movers. The inventory gets reduced, but expedites go up, and service goes down. You achieved six turns, but at what price?Why does this happen? Because inventory reduction gets managed in a vacuum. Trying to control inventory independently of the variables that cause it is a no-win strategy.
Inventory is a dependent variable based on the inputs of many factors including: demand and demand variability, supply lead time and lead time variability, supply chain design, manufacturing capabilities versus customer purchase characteristics, transportation modes, and desired service levels. In order to achieve sustainable inventory reduction while maintaining or improving customer service, the variables that drive inventory must be improved. Too often, inventory is adjusted to meet financial goals, without corresponding improvements in the variables that drive inventory levels.Why is inventory the target? Because it shows up directly on monthly and quarterly financials. There's no line item for supplier lead time, forecasting accuracy, or setup cost reductions. Inventory is usually a big number and in plain view to executive management and the shareholders. It is also expensive. Generally it costs 20% to 40% of the materials cost or COGS per year to store. Some of this cost is based on the value of the product (cost of money, taxes, insurance, scrap); the rest is based on storage (warehouse space, maintenance, utilities, equipment).
Here are 7 approaches to lowering your inventory. The key to sustainable reductions is to focus on the input variables. But remember, the overarching goal of the organization is to maximize long-term profits. Any attempt to reduce inventory should be in harmony with this goal.
1. Pareto your inventory
Gather sales and inventory in dollars by item. Construct two Pareto charts. For the first chart, classify your items into A, B, C, and D (80%, 15%, 5%, 0%) based on sales. Then calculate your inventory for each group. Do your A items represent 50% of your inventory? If not, you may not have enough inventory for these items. A significant amount of inventory on low demand items may indicate problems with product run-outs, transitions, engineering change management, and managing obsolete inventory.For the second chart, classify your items based on inventory. Then calculate the sales for each group. Again, do your A inventory items represent at least 50% of your sales? If not, inventory may be out of balance. These charts are an excellent way to begin looking at your inventory. After gathering this information, you have the makings of a supply chain data warehouse for further analysis.
2. Reduce replenishment lead times
This can be important for raw material lead time or lead times between your internal tiers of distribution. Break this lead time into three components: the review period, manufacturing time and transportation time. The review period is the time from when the need is identified to when the order is sent upstream. The manufacturing time is the time from when the order is sent until product is available to ship. The transportation time is the time it takes from availability to ship until the material is received and available for use at the next location. Find out how long, and how variable, these three components are.Are there any ways to reduce the review period? Must you wait until the end of the month to place an order? Long review periods may be driven by system limitations; can these limitations be overcome? Can weekly cycles be reduced to daily? Frequently, a supplier will have minimum order requirements that forces batching of many products with replenishment needs. Can this minimum be reduced so the order can be sent sooner?The manufacturing time includes a review period for your supplier on top the actual manufacturing time. Generally, the review time is longer than the manufacturing time. Can you work with your suppliers to help them reduce their lead times? Understand their constraints.
Possible solutions include: advance notice of upcoming needs, a longer-range forecast, and fixed cycle replenishment.For transportation time: use faster modes of transport or relieve bottlenecks at shipping/receiving. Shorter and less variable lead times require less inventory. If you carry safety stock, the reduction will be the square root of reduced time. A 25% lead time reduction equals a 13% safety stock reduction. Any transportation reduction also creates an additional direct reduction of transit stock. A day less in transport equals a day less inventory in your pipeline.
3. Revise order cycles/quantities
Smaller and more frequent order quantities translate into less inventory. Is there sufficient capacity to increase changeovers required by more frequent cycles? Can capacity loss be offset by running low demand parts less frequently? Will there be any loss of transportation efficiencies by moving to smaller batches? What does this mean to the labor workload at the distribution centers? Determining order frequencies is one of the key variables of your supply chain. It can affect nearly every aspect of your supply chain. You must have a thorough understanding of your supply chain costs and capabilities before embarking on this strategy.
Options include: reducing setup time and costs, re-evaluating the cost of holding inventory, understanding warehouse storage procedures, and understanding labor, transportation, and inventory cost trade-offs. While the goal is reducing inventory, you may discover that the opposite is true; increasing order quantities on some items may yield substantial overall savings.
4. Improve your forecasting
Many people don't like the "F" word. But let's face facts - every make-to-stock or purchase-to-stock company forecasts, admittedly with differing degrees of formality. Even if your production rules are "make what we sold yesterday" or "replenish up to x," a forward-looking view of demand is implicit in determining how much to buy and keep on hand.
While everyone knows the forecast will always be wrong, it is possible to become less wrong. Often, improvement efforts start with the mathematical forecasting method, e.g., - exponential smoothing vs. regression vs. Winters. That should actually be the last step. As the saying goes, "I'd rather be approximately correct than precisely incorrect." Think of forecast improvement in three segments:
1. Are the input data the relevant drivers of demand? If marketing or sales are influencing demand through pricing and promotion activity and you don't take this into account, the forecasting formula doesn't matter. You must understand and collect the inputs that drive demand.
2. The data must be accurate. If you forecast from shipments, but shipments don't reflect true customer order quantity and dates (based on unavailability and backorders), the shipment data are tainted - garbage in, garbage out. Get as close as possible to true demand.
3. Review the forecasting method. If you have the right inputs and the data is clean, basic forecasting methods will produce good results. If you have limited resources, spend the effort on the first two steps to achieve the best results.
5. Eliminate obsolete stock
How much obsolete stock is kept on hand in your facilities? Is it being kept because no one wants to own up to it? Or is it because the company can't "afford" an expense hit this quarter to write-off the obsolete stock? Ridding your warehouses of obsolete inventory is a good policy, and good operating policies will result in good long-term financial results. Here, accounting rules can drive poor operating rules. If you don't address obsolete stock now, it will just continue to grow. So, own up to obsolete stock, get it off the books, and use that warehouse space for productive inventory.
6. Centralize your inventory
In total, distributed warehouses require more inventory than centralized facilities. The key driver of the increased inventory is safety stock. The rule of thumb is: As the number of facilities increase, the amount of safety stock increases by the square root of the facility increase. Increasing facilities by a factor of four will increase safety stock by a factor of two.If centralization is possible, a reduction in order quantities may be possible. By ordering to only one location, you may be able to increase your order frequency, thus lowering your overall order quantity.While you may have the ability to centralize some items, large-scale centralization may just not be possible. The centralized vs. distributed analysis is a major supply chain decision and requires extensive analysis from customers' requirements to suppliers' capabilities. However, you may be able to take advantage of centralization on a piecemeal basis. Can you hold most safety stock centrally and allow daily replenishments to distributed facilities? Can spare parts be held centrally and expedited in emergency situations? Will customers accept different lead times on some items, thus allowing centralization?
7. Reduce variability of demand and supply
A tough task, you say. Let's look at some ways to reduce demand variability. Is it possible to reduce or eliminate large end-of-period buys (that were only to meet quotas)? Breaking this end-of-period addiction is very painful. It will require a quarter of two of decreased sales and profits as customers use up their excess inventories. Also, managing the resultant slack in the supply chain is costly. This is an extremely difficult habit to break and requires support all the way to the top of your organization.
Are there any other ways to smooth customer orders? Study the largest spikes in your historical demand. What caused them? If you can alter these patterns in the future, your volatility will be much less. Or, can you plan them separately if they are driven by discrete events?
On the supply side, do you have suppliers that can commit to tight timelines? A longer average lead time with less variability may be better than a short average lead time with a lot of variability. Generally, you will have to plan for the long end of the spectrum, anyway.
Variability is highly correlated with lead time; shorter lead times generally have less variability. Identifying the volatility and discovering the cause will reduce the variability in the supply chain and lower inventories.
In conclusion, inventory is the measuring stick of your entire supply chain. It reflects the agility of your supply chain. The only sustainable way to reduce inventory is to improve your supply chain processes. To do this, your organization needs an end-to-end view of the entire chain. You will need to begin breaking down the "silos" across your extended supply chain with communication and understanding. Start internally and then progress upstream and downstream. Finally, remember that supply chain management is a process; there is no finish line.
7 Inventory Reduction Strategies:
1. Pareto your inventory
2. Reduce replenishment lead times
3. Revise order cycles/quantities
4. Improve your forecasting
5. Eliminate obsolete stock
6. Centralize your inventory
7. Reduce variability of demand and supply
A final bonus recommendation requires you to: Align your metrics
This is a critical (and difficult) step. Does your organization have departmental metrics that are at odds with each other? You might not think so. Even "good" metrics can produce sub-optimization by department. For example, the plant manager gets his bonus based on efficiency. The lower the unit cost, the better, right? The plant manager likes long stable runs so he can get his equipment humming. The inventory planning manager gets his bonus based on finished goods inventory. He likes low inventory in the warehouses. Good for the organization right? And the sales manager wants everything in the warehouse so when he sells that huge new order, everything is available, because his bonus is his commission. Increased sales, good for the organization right?
What happens at our hypothetical organization? The plant manager disregards short production cycles and produces excess stock to get his utilization up. The inventory manager won't accept the goods at the warehouse because he doesn't want finished goods inventory going up, so it gets stored at the plant or in trailers. The sales manager inks a deal but the stock is not available at the warehouse, so it gets expedited from the plant. The bottom line: everyone gets his or her bonus but the supply chain is anything but efficient. Beware the metrics - what people get paid to do, they will do.
Supply Chain Experts can help your organization improve your inventory utilization give us a call.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8718 office
949 413 7333 mobile
ed@edwardknab.com
www.productivityconstructs.com
To learn More go to: http://supplychainexperts.ning.com
Dr. Knab is an academic practitioner and seasoned Global Supply Chain expert whose company, Productivity Constructs, is focused on driving cost and inefficiency out of the Global Supply Chain. Dr. Knab can be contacted for speaking engagements, coaching, or consultation at efk@productivityconstructs.com, ed@ewardknab.com or www.edwardknab.com.
Inventory is always a significant and visible asset - often the largest. Executives and shareholders have focused on inventory levels for years, but it has frequently been reduced arbitrarily, without a full understanding of supply chain implications. This paper discusses approaches to sustainable, and appropriate, inventory reduction.
7 Steps to Inventory Reduction while Improving Customer Service
"Our competitor turns its inventory six times per year, but we're only at four. We should be able to turn our inventory six times as well!" says the boss. "And get it done quickly!" From that, the inventory reduction crusade is set into motion. What's the easiest way to lower inventory? Yep, slim down the stock on the medium and high movers. The inventory gets reduced, but expedites go up, and service goes down. You achieved six turns, but at what price?Why does this happen? Because inventory reduction gets managed in a vacuum. Trying to control inventory independently of the variables that cause it is a no-win strategy.
Inventory is a dependent variable based on the inputs of many factors including: demand and demand variability, supply lead time and lead time variability, supply chain design, manufacturing capabilities versus customer purchase characteristics, transportation modes, and desired service levels. In order to achieve sustainable inventory reduction while maintaining or improving customer service, the variables that drive inventory must be improved. Too often, inventory is adjusted to meet financial goals, without corresponding improvements in the variables that drive inventory levels.Why is inventory the target? Because it shows up directly on monthly and quarterly financials. There's no line item for supplier lead time, forecasting accuracy, or setup cost reductions. Inventory is usually a big number and in plain view to executive management and the shareholders. It is also expensive. Generally it costs 20% to 40% of the materials cost or COGS per year to store. Some of this cost is based on the value of the product (cost of money, taxes, insurance, scrap); the rest is based on storage (warehouse space, maintenance, utilities, equipment).
Here are 7 approaches to lowering your inventory. The key to sustainable reductions is to focus on the input variables. But remember, the overarching goal of the organization is to maximize long-term profits. Any attempt to reduce inventory should be in harmony with this goal.
1. Pareto your inventory
Gather sales and inventory in dollars by item. Construct two Pareto charts. For the first chart, classify your items into A, B, C, and D (80%, 15%, 5%, 0%) based on sales. Then calculate your inventory for each group. Do your A items represent 50% of your inventory? If not, you may not have enough inventory for these items. A significant amount of inventory on low demand items may indicate problems with product run-outs, transitions, engineering change management, and managing obsolete inventory.For the second chart, classify your items based on inventory. Then calculate the sales for each group. Again, do your A inventory items represent at least 50% of your sales? If not, inventory may be out of balance. These charts are an excellent way to begin looking at your inventory. After gathering this information, you have the makings of a supply chain data warehouse for further analysis.
2. Reduce replenishment lead times
This can be important for raw material lead time or lead times between your internal tiers of distribution. Break this lead time into three components: the review period, manufacturing time and transportation time. The review period is the time from when the need is identified to when the order is sent upstream. The manufacturing time is the time from when the order is sent until product is available to ship. The transportation time is the time it takes from availability to ship until the material is received and available for use at the next location. Find out how long, and how variable, these three components are.Are there any ways to reduce the review period? Must you wait until the end of the month to place an order? Long review periods may be driven by system limitations; can these limitations be overcome? Can weekly cycles be reduced to daily? Frequently, a supplier will have minimum order requirements that forces batching of many products with replenishment needs. Can this minimum be reduced so the order can be sent sooner?The manufacturing time includes a review period for your supplier on top the actual manufacturing time. Generally, the review time is longer than the manufacturing time. Can you work with your suppliers to help them reduce their lead times? Understand their constraints.
Possible solutions include: advance notice of upcoming needs, a longer-range forecast, and fixed cycle replenishment.For transportation time: use faster modes of transport or relieve bottlenecks at shipping/receiving. Shorter and less variable lead times require less inventory. If you carry safety stock, the reduction will be the square root of reduced time. A 25% lead time reduction equals a 13% safety stock reduction. Any transportation reduction also creates an additional direct reduction of transit stock. A day less in transport equals a day less inventory in your pipeline.
3. Revise order cycles/quantities
Smaller and more frequent order quantities translate into less inventory. Is there sufficient capacity to increase changeovers required by more frequent cycles? Can capacity loss be offset by running low demand parts less frequently? Will there be any loss of transportation efficiencies by moving to smaller batches? What does this mean to the labor workload at the distribution centers? Determining order frequencies is one of the key variables of your supply chain. It can affect nearly every aspect of your supply chain. You must have a thorough understanding of your supply chain costs and capabilities before embarking on this strategy.
Options include: reducing setup time and costs, re-evaluating the cost of holding inventory, understanding warehouse storage procedures, and understanding labor, transportation, and inventory cost trade-offs. While the goal is reducing inventory, you may discover that the opposite is true; increasing order quantities on some items may yield substantial overall savings.
4. Improve your forecasting
Many people don't like the "F" word. But let's face facts - every make-to-stock or purchase-to-stock company forecasts, admittedly with differing degrees of formality. Even if your production rules are "make what we sold yesterday" or "replenish up to x," a forward-looking view of demand is implicit in determining how much to buy and keep on hand.
While everyone knows the forecast will always be wrong, it is possible to become less wrong. Often, improvement efforts start with the mathematical forecasting method, e.g., - exponential smoothing vs. regression vs. Winters. That should actually be the last step. As the saying goes, "I'd rather be approximately correct than precisely incorrect." Think of forecast improvement in three segments:
1. Are the input data the relevant drivers of demand? If marketing or sales are influencing demand through pricing and promotion activity and you don't take this into account, the forecasting formula doesn't matter. You must understand and collect the inputs that drive demand.
2. The data must be accurate. If you forecast from shipments, but shipments don't reflect true customer order quantity and dates (based on unavailability and backorders), the shipment data are tainted - garbage in, garbage out. Get as close as possible to true demand.
3. Review the forecasting method. If you have the right inputs and the data is clean, basic forecasting methods will produce good results. If you have limited resources, spend the effort on the first two steps to achieve the best results.
5. Eliminate obsolete stock
How much obsolete stock is kept on hand in your facilities? Is it being kept because no one wants to own up to it? Or is it because the company can't "afford" an expense hit this quarter to write-off the obsolete stock? Ridding your warehouses of obsolete inventory is a good policy, and good operating policies will result in good long-term financial results. Here, accounting rules can drive poor operating rules. If you don't address obsolete stock now, it will just continue to grow. So, own up to obsolete stock, get it off the books, and use that warehouse space for productive inventory.
6. Centralize your inventory
In total, distributed warehouses require more inventory than centralized facilities. The key driver of the increased inventory is safety stock. The rule of thumb is: As the number of facilities increase, the amount of safety stock increases by the square root of the facility increase. Increasing facilities by a factor of four will increase safety stock by a factor of two.If centralization is possible, a reduction in order quantities may be possible. By ordering to only one location, you may be able to increase your order frequency, thus lowering your overall order quantity.While you may have the ability to centralize some items, large-scale centralization may just not be possible. The centralized vs. distributed analysis is a major supply chain decision and requires extensive analysis from customers' requirements to suppliers' capabilities. However, you may be able to take advantage of centralization on a piecemeal basis. Can you hold most safety stock centrally and allow daily replenishments to distributed facilities? Can spare parts be held centrally and expedited in emergency situations? Will customers accept different lead times on some items, thus allowing centralization?
7. Reduce variability of demand and supply
A tough task, you say. Let's look at some ways to reduce demand variability. Is it possible to reduce or eliminate large end-of-period buys (that were only to meet quotas)? Breaking this end-of-period addiction is very painful. It will require a quarter of two of decreased sales and profits as customers use up their excess inventories. Also, managing the resultant slack in the supply chain is costly. This is an extremely difficult habit to break and requires support all the way to the top of your organization.
Are there any other ways to smooth customer orders? Study the largest spikes in your historical demand. What caused them? If you can alter these patterns in the future, your volatility will be much less. Or, can you plan them separately if they are driven by discrete events?
On the supply side, do you have suppliers that can commit to tight timelines? A longer average lead time with less variability may be better than a short average lead time with a lot of variability. Generally, you will have to plan for the long end of the spectrum, anyway.
Variability is highly correlated with lead time; shorter lead times generally have less variability. Identifying the volatility and discovering the cause will reduce the variability in the supply chain and lower inventories.
In conclusion, inventory is the measuring stick of your entire supply chain. It reflects the agility of your supply chain. The only sustainable way to reduce inventory is to improve your supply chain processes. To do this, your organization needs an end-to-end view of the entire chain. You will need to begin breaking down the "silos" across your extended supply chain with communication and understanding. Start internally and then progress upstream and downstream. Finally, remember that supply chain management is a process; there is no finish line.
7 Inventory Reduction Strategies:
1. Pareto your inventory
2. Reduce replenishment lead times
3. Revise order cycles/quantities
4. Improve your forecasting
5. Eliminate obsolete stock
6. Centralize your inventory
7. Reduce variability of demand and supply
A final bonus recommendation requires you to: Align your metrics
This is a critical (and difficult) step. Does your organization have departmental metrics that are at odds with each other? You might not think so. Even "good" metrics can produce sub-optimization by department. For example, the plant manager gets his bonus based on efficiency. The lower the unit cost, the better, right? The plant manager likes long stable runs so he can get his equipment humming. The inventory planning manager gets his bonus based on finished goods inventory. He likes low inventory in the warehouses. Good for the organization right? And the sales manager wants everything in the warehouse so when he sells that huge new order, everything is available, because his bonus is his commission. Increased sales, good for the organization right?
What happens at our hypothetical organization? The plant manager disregards short production cycles and produces excess stock to get his utilization up. The inventory manager won't accept the goods at the warehouse because he doesn't want finished goods inventory going up, so it gets stored at the plant or in trailers. The sales manager inks a deal but the stock is not available at the warehouse, so it gets expedited from the plant. The bottom line: everyone gets his or her bonus but the supply chain is anything but efficient. Beware the metrics - what people get paid to do, they will do.
Supply Chain Experts can help your organization improve your inventory utilization give us a call.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8718 office
949 413 7333 mobile
ed@edwardknab.com
www.productivityconstructs.com
To learn More go to: http://supplychainexperts.ning.com
Dr. Knab is an academic practitioner and seasoned Global Supply Chain expert whose company, Productivity Constructs, is focused on driving cost and inefficiency out of the Global Supply Chain. Dr. Knab can be contacted for speaking engagements, coaching, or consultation at efk@productivityconstructs.com, ed@ewardknab.com or www.edwardknab.com.
Thursday, June 25, 2009
Living Large
Attempting to leave Portland on United seems like a loosing cause.
-- Post From My iPhone
Productive leadersship means being an inspiration to others.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8818
www.edwardknab.com
-- Post From My iPhone
Productive leadersship means being an inspiration to others.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8818
www.edwardknab.com
Friday, June 19, 2009
Leadership
Knowing where you are going is an essential element of success. Clarify your vision and pursue your dreams.
-- Post From My iPhone
Productive leadersship means being an inspiration to others.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8818
www.edwardknab.com
-- Post From My iPhone
Productive leadersship means being an inspiration to others.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8818
www.edwardknab.com
Tuesday, June 16, 2009
A recent survey of Supply Chain Professionals reveals numerous strategies used by companies to manage their supply chains on a global basis, the survey identified ten major trends that are driving innovative supply chain design and configuration across all industries:
1) Globalization is accelerating, which is leading to large structural shifts for global supply chain organizations and new challenges to successfully manage supply chain performance. While past globalization initiatives focused on manufacturing and assembly, future globalization will also target product and technology development.
2) There is considerable external and internal pressures to reduce cost as well as penetrate local markets, which are the two key drivers of accelerated globalization.
3) Considering that significant cost reductions per globalization initiative of approximately 20% many companies have difficulty realizing savings in management costs. The gap between benefits is caused by internal barriers that prevent full support of globalization efforts, and external network partners that fail to achieve expected performance.
4) China and India continue to emerge as major targets for globalization, while Eastern Europe is catching up as a top offshoring destination.Investments in North America and Western Europe also remain strong as companies look to secure access to local markets and key resource.
5) Product safety and quality, as well as supply chain delivery and security, are the most critical concerns when expanding the supplychain globally.
6) Barriers to globalization include limited supply chain flexibility and the lack of internal competency to manage partners. Better visibility and management across the supply chain are important keys to overcome these barriers.
7) Environmental sustainability is a key consideration in the development of future globalization strategies. Today, sustainability is mainly driven by the need for regulatory compliance and satisfaction of customer demand. It is not yet considered a strategic differentiator.
8) Supply chain maturity acceleration enabled by advanced supply chain practices, appears to have reached a plateau. Among those surveyed, supply chain maturity differs significantly across geographic regions and industries.
9) The need for greater supply chain flexibility will overtake product quality and customer service as the major driver for improving supply chain strategy. Many supply chain leaders have developed effective strategies to improve global flexibility.
10) The COO agenda across industries and geographic regions is converging on improving supply chain flexibility and performance.Companies around the globe face similar challenges in building effective international operations and supply chain networks.
Supply Chain Experts can help your organization improve efficiency through improved warehouse organization.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8718 office9
49 413 7333 mobile
ed@edwardknab.comwww.productivityconstructs.com
Dr. Knab is an academic practitioner and seasoned Global Supply Chain expert whose company, Productivity Constructs, is focused on driving cost and inefficiency out of the Global Supply Chain. Dr. Knab can be contacted for speaking engagements, coaching, or consultation at efk@productivityconstructs.com, ed@ewardknab.com or www.edwardknab.com.
1) Globalization is accelerating, which is leading to large structural shifts for global supply chain organizations and new challenges to successfully manage supply chain performance. While past globalization initiatives focused on manufacturing and assembly, future globalization will also target product and technology development.
2) There is considerable external and internal pressures to reduce cost as well as penetrate local markets, which are the two key drivers of accelerated globalization.
3) Considering that significant cost reductions per globalization initiative of approximately 20% many companies have difficulty realizing savings in management costs. The gap between benefits is caused by internal barriers that prevent full support of globalization efforts, and external network partners that fail to achieve expected performance.
4) China and India continue to emerge as major targets for globalization, while Eastern Europe is catching up as a top offshoring destination.Investments in North America and Western Europe also remain strong as companies look to secure access to local markets and key resource.
5) Product safety and quality, as well as supply chain delivery and security, are the most critical concerns when expanding the supplychain globally.
6) Barriers to globalization include limited supply chain flexibility and the lack of internal competency to manage partners. Better visibility and management across the supply chain are important keys to overcome these barriers.
7) Environmental sustainability is a key consideration in the development of future globalization strategies. Today, sustainability is mainly driven by the need for regulatory compliance and satisfaction of customer demand. It is not yet considered a strategic differentiator.
8) Supply chain maturity acceleration enabled by advanced supply chain practices, appears to have reached a plateau. Among those surveyed, supply chain maturity differs significantly across geographic regions and industries.
9) The need for greater supply chain flexibility will overtake product quality and customer service as the major driver for improving supply chain strategy. Many supply chain leaders have developed effective strategies to improve global flexibility.
10) The COO agenda across industries and geographic regions is converging on improving supply chain flexibility and performance.Companies around the globe face similar challenges in building effective international operations and supply chain networks.
Supply Chain Experts can help your organization improve efficiency through improved warehouse organization.
Dr. Edward F. Knab
Productivity Constructs, Inc.
800 660 8718 office9
49 413 7333 mobile
ed@edwardknab.comwww.productivityconstructs.com
Dr. Knab is an academic practitioner and seasoned Global Supply Chain expert whose company, Productivity Constructs, is focused on driving cost and inefficiency out of the Global Supply Chain. Dr. Knab can be contacted for speaking engagements, coaching, or consultation at efk@productivityconstructs.com, ed@ewardknab.com or www.edwardknab.com.
How to make Affirmations work for you
Our thoughts draw us to what we are thinking, and by constant repetition of positive affirmations, you can creative positive subconscious thoughts. Positive affirmations work only when they are translated into action. By conditioning your mind through positive affirmations, you are clearing out the negative thoughts, so that your dominant thoughts are of success. Why is it then that you feel that your affirmations are not working?
Seeing ResultsThere can be many reasons why your affirmations may be ineffective for you, and the first step in making them work is in understanding the relationship between your affirmations and your emotions.
Positive affirmations may take the form of "I am going to buy a big car". You may not see the end result immediately, but the key is in persistence. There are a few reasons why your affirmations are not working, or that they are producing limited results. You must first believe in your affirmations before it can create an impact in your life.
How to Make them Work
1. Use Present TenseAlways make sure to phrase your positive affirmations in the present tense. Instead of the phrase "going to", try using the phrase "have". This makes your affirmation something that is happening now, rather than something that is waiting to happen in the future.
2. Avoid Negativity It is important to avoid negative thoughts and words in phrasing your positive affirmations. This is easier said than done, as most people make this mistake. Instead of using the affirmation "I am no longer poor", try substituting it with a more powerful one, such as "I am well off". This is a use of more positive words that reinforce your preferred end result, and does not carry a hint of any unwanted scenarios which may confuse the subconscious.
3. KISSS Another point to take note of is to keep your affirmations short, sweet and specific. Get to the point, and make it specific, so that you do not confuse your subconscious with unnecessary words.
Lastly, the use of several techniques can help make your affirmations more effective. These include the use of constant repetition, engaging your emotions, persistence and belief.
Try implementing these elements when you create your positive affirmations, looking out for your phrasing and other tips that may make them less effective. With constant practice, you can soon achieve the goals that you set out to attain.
Seeing ResultsThere can be many reasons why your affirmations may be ineffective for you, and the first step in making them work is in understanding the relationship between your affirmations and your emotions.
Positive affirmations may take the form of "I am going to buy a big car". You may not see the end result immediately, but the key is in persistence. There are a few reasons why your affirmations are not working, or that they are producing limited results. You must first believe in your affirmations before it can create an impact in your life.
How to Make them Work
1. Use Present TenseAlways make sure to phrase your positive affirmations in the present tense. Instead of the phrase "going to", try using the phrase "have". This makes your affirmation something that is happening now, rather than something that is waiting to happen in the future.
2. Avoid Negativity It is important to avoid negative thoughts and words in phrasing your positive affirmations. This is easier said than done, as most people make this mistake. Instead of using the affirmation "I am no longer poor", try substituting it with a more powerful one, such as "I am well off". This is a use of more positive words that reinforce your preferred end result, and does not carry a hint of any unwanted scenarios which may confuse the subconscious.
3. KISSS Another point to take note of is to keep your affirmations short, sweet and specific. Get to the point, and make it specific, so that you do not confuse your subconscious with unnecessary words.
Lastly, the use of several techniques can help make your affirmations more effective. These include the use of constant repetition, engaging your emotions, persistence and belief.
Try implementing these elements when you create your positive affirmations, looking out for your phrasing and other tips that may make them less effective. With constant practice, you can soon achieve the goals that you set out to attain.
Productive Leadership
Productive Leadership Coaching
Productivity Constructs, Inc. offers highly effective managerial and executive business coaching for a variety of business organizations. We specialize in providing effective leadership coaching for entrepreneurial companies and family business's. Productivity Constructs provides cutting-edge leadership coaching and executive leadership training development. Our individual executive business coaching services are tailored to each participant and their company and/or industry.
Our executive business coaches serve as "thinking partners" for executives, providing the following individual business coaching services:
Provide leadership and productivity tools
In depth focus on key challenges
Perspectives to a leader's challenges
Developmental tools for the leader's team and key direct reports
Strategies for managing critical organizational issues
Accountability and encouragement for achieving goals
We also offer custom designed coaching for emerging leaders and seasoned professionals. All of our executive business coaching services and strategies can be designed for specific position within your organization.
Executive leadership coaching increases productivity 22%, when paired with coaching it increases productivity 88% - 400% (International Personnel Management Association, 2001).
In a 2002 study executive business coaching had a 5.7 times Return on Investment (ROI)
Individual business coaching helps enhance emotional intelligence in executive leaders.
In a survey of business executives, each were asked to comment on the benefits they believe resulted from the Executive Business Coaching they previously received. The list of benefits they observed and percentages of improvement were:
Working relationships with direct reports (77%)
Working relationships with immediate supervisors (71%)
Teamwork (67%)
Working relationships with peers (63%)
Job satisfaction (61%)
Conflict reduction (52%)
Organizational commitment (44%)
Working relationships with clients (37%)
Effective coaching builds employee skills, addresses shortcomings, develops leadership capability, and enhances executive performance. Surveys show that employees at multiple organizational levels find coaching very useful and are calling for more coaching and better quality coaching. Effective coaching requires developing a distinctive set of competencies. Our program will help you build the knowledge, skills, and abilities necessary to effectively enhance leadership and performance
Productivity Constructs, Inc. offers highly effective managerial and executive business coaching for a variety of business organizations. We specialize in providing effective leadership coaching for entrepreneurial companies and family business's. Productivity Constructs provides cutting-edge leadership coaching and executive leadership training development. Our individual executive business coaching services are tailored to each participant and their company and/or industry.
Our executive business coaches serve as "thinking partners" for executives, providing the following individual business coaching services:
Provide leadership and productivity tools
In depth focus on key challenges
Perspectives to a leader's challenges
Developmental tools for the leader's team and key direct reports
Strategies for managing critical organizational issues
Accountability and encouragement for achieving goals
We also offer custom designed coaching for emerging leaders and seasoned professionals. All of our executive business coaching services and strategies can be designed for specific position within your organization.
Executive leadership coaching increases productivity 22%, when paired with coaching it increases productivity 88% - 400% (International Personnel Management Association, 2001).
In a 2002 study executive business coaching had a 5.7 times Return on Investment (ROI)
Individual business coaching helps enhance emotional intelligence in executive leaders.
In a survey of business executives, each were asked to comment on the benefits they believe resulted from the Executive Business Coaching they previously received. The list of benefits they observed and percentages of improvement were:
Working relationships with direct reports (77%)
Working relationships with immediate supervisors (71%)
Teamwork (67%)
Working relationships with peers (63%)
Job satisfaction (61%)
Conflict reduction (52%)
Organizational commitment (44%)
Working relationships with clients (37%)
Effective coaching builds employee skills, addresses shortcomings, develops leadership capability, and enhances executive performance. Surveys show that employees at multiple organizational levels find coaching very useful and are calling for more coaching and better quality coaching. Effective coaching requires developing a distinctive set of competencies. Our program will help you build the knowledge, skills, and abilities necessary to effectively enhance leadership and performance
Journal
June 16, 2009
Focus on productive leadership, helping companies optimize people, process and performance to achieve their full potential.
Values
Promote Excellence
Positive Attitude
Personal Integrity
-- Post From My iPhone
Productive leadersship means being an inspiration to others.
Focus on productive leadership, helping companies optimize people, process and performance to achieve their full potential.
Values
Promote Excellence
Positive Attitude
Personal Integrity
-- Post From My iPhone
Productive leadersship means being an inspiration to others.
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