Thanks woodchuckcanuck for posting.
Following the last couple comments...
Had to look that up.
Twenty five years ago we spent a weeks vacation at a friends parents beach house on Tybee Island, near Savanna, Georgia.
After the kids were asleep we would sit on the porch and read late into the night, enjoying the ocean sea beeze, sounds, and smells. There was a book shelf that travelers could take and leave books from.
The one I found was about a guy who worked for large company that was going to shut down a plant. They gave him, one of the younger bosses, a time period to turn things around, six month, nine months or something.
He started by talking to the plant personal, the machine operators, the fork lift drivers, the janitors. Actually, he asked questions and "listened", because who better knows than the guy doing the job to trouble shoot whats really going on. The employees, not management had a wealth of hands on, day to day, experience.There were bottle necks. Old retired machines were found and dug out of storage and set up next to new machines where needed, and the bottle necks were solved. No, the bottleneck moved! People behind the bottle neck would shift to other production that went int inventory. The old purpose was to keep people "busy". He eliminated that, and lots of warehouse inventory. He fought old time top down management ideas from old timers. And he turned it around.
I was hoping the authors name was Kaizen when I read your post. But of course it wasn't.
In addition to asking myself, "What do I need?", or need to do, I often ask, " What don't I need?"or need to do.
That's how I came to running the splitter and conveyor when cutting rounds instead of using a staging table for rounds.
