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I was going through some old files and came across a pocket card we handed out back in 2003 or so. Here’s an example: Say your plant has a set of rules about how fork trucks are to be operated – speed limits, staying out of marked pedestrian lanes, etc. Sometimes that gap is small. Sometimes it is huge.
With the justification aside, they next had us go through exercises calculating net present value and ROI for a hypothetical capital investment in tooling – as though a shop floor supervisor would do this at any point in the course of their job. The structural designs were far more tolerant of production variation, for example.
The challenge of globalization Although the outbreak is being compared to the 2003 SARS outbreak, China is now much more developed and integrated with the global economy, and the country has significantly improved its transportation networks. It is not a matter of if it will happen but to change the focus to be prepared when it happens.
For example, American commentators go so far as saying there is a ‘crisis’ in flagging a range of contemporary preparedness problems within the US Department of Defense including aviation incidents, capability gaps created with lower Defence budgets, and inadequate logistics support to the fielded force.
Such public discussion tends to focus the military mind on modern tactics and technology, and gives cause to exercise new operational concepts. In 2017 there was much rhetoric, and undoubtedly planning, for significant military operations in the North Asian region. It also compels them to reassess the preparedness of forces.
For example, a French manager is now in charge of the company’s operations in France. That’s not to say the company hasn’t appointed local management for its branch offices. In the United States, the company in 2017 appointed Hassapis, formerly of UTi, who along with Steve Concannon as vice president of U.S. It has done that for years.
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