2003 Events Study 
The Lean Thinker
JULY 2, 2024
In the late 1980s and early 1990s Colin Fox, an early consultant in the world of flow production, had led a series of study missions to Japan that engaged Boeing’s top 100 or so leaders. These study missions were quite eye-opening for the participants. Most of these were small-scale tactical affairs.
The Lean Thinker
OCTOBER 13, 2020
I was going through some old files and came across a pocket card we handed out back in 2003 or so. The article, in turn, summarizes (and slightly updates) Spear’s findings from his PhD work studying Toyota. Kent Bowen. All work highly specified as to content, sequence, timing, and outcome. PDCA Thinking. Four Rules: 1.
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Logistics in War
MARCH 7, 2020
Lessons can come from extrapolating what we witness every day; from events that capture tangible and intangible aspects of sustaining normal life. A normally stable balance of supply and demand is upset by events, with consumer behaviour in panic-buying magnifying the problem. Australian consumers are fearful.
IoT World Today
MARCH 27, 2020
And while during the SARS epidemic of 2002 and 2003, China represented 4.3% Another Statista study indicated that 44% of retailers expect delays and 40% expect inventory shortages given coronavirus disruptions on the supply chain. The good news about that is these were changes they were going to have to make in any event.”.
Logistics in War
JANUARY 23, 2019
Similarly, a RAND report highlighted that while the US Army was nominally ready for Operation Iraqi Freedom in 2003, there were real limits to the time in which high-intensity operations could be sustained – luckily, these limits were not tested.
Logistics in War
JULY 3, 2023
In 2003, as the US Army sped through Iraq, it was the tightening noose of an extended supply chain – one that many believed should be lean before the conflict – which forced an operational pause on the way to Baghdad. months’, with smaller-scale contingencies around 10.6
Blog on Log
SEPTEMBER 12, 2007
Reengineering the Corporation: A Manifesto for Business Revolution” by Michael Hammer and James Champy (Collins, 2003) Publisher’s blurb: “This book leads readers through the radical redesign of a company’s processes, organization, and culture to achieve a quantum leap in performance.” Good luck.
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