Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn I just finished reading The Five Dysfunctions of a Team. It took me just a few hours and it was really enjoyable reading. The book presents leadership in teams in the form of a self-reflective story that is engaging, educational, and in ways [...]
April 2007
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn This is an invitation to all former Amazon employees to join the Amazon Alumni Group on Linkedin. I moderate the group and we currently have 91 members that were former employees at Amazon. Some of the former Amazonians are now at Google, eBay, [...]
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn I stumbledupon an interesting article on Lean implemented at a Call Center. Their implementation of Lean is pretty basic, but I think it’s a decent start. In addition to what they did, I would have taken the Lean For Service and Lean Provision [...]
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn I’ve written previously about team dynamics and team size. I’ve since modified my feelings regarding those previous claims. Here is what I said previously: 2 people are smarter than one 3, 4, 5, 6, 7, 8 people are smarter than 2 a team [...]
Share on Twitter Share on Google+ Share on Facebook Share on LinkedIn I went to California earlier this week for business. I rode in an elevator and that experience reminded me of a simple, yet effective way to aleviate the negative feelings that accompany waiting, or the Psychology of Queueing — mirrors in an elevator. [...]
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How To Be A Human
Six Sigma Workbook For Dummies — The Raffle
Jeff Bezos and Root Cause Analysis
A Mindless Worker is a Happy Worker
The Apple iPhone Supply Chain
The Toyota A3 Report
Ask Mary Poppendieck Anything!
A Lean Case Interview
Batch-and-Queue or Single-Piece Flow
Multi-Tasking Leads to Lower Productivity
queueing theory: part 1
Zero Defects is Wrong Approach
Overmanaged and Underled
Pull Systems, Push Systems: The Paper Airplane Game
Queueing, Disneyland, and FastPass
Operational Excellence is not a Substitute for Effective Leadership or a Good Strategy
Quality and Continuous Improvement; 