• The Impact of Incentives

    by David Schneider | Apr 21, 2015
    The noise with Occupy Wall Street, the troubles of the sovereign debt in Europe, and the fall of MF Global under the leadership of Jon Corzine provided me the background music for a project on incentive-pay programs for managers and warehouse employees. When I examined three different plans, a trend appeared. Behavior change is the goal for incentive plans. You can reward or punish. Two plans focused on changing the behavior of individuals, while the third focused on changing the behavior of...
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  • The Impact of Incentives

    by David Schneider | Apr 21, 2015
    The noise with Occupy Wall Street, the troubles of the sovereign debt in Europe, and the fall of MF Global under the leadership of Jon Corzine provided me the background music for a project on incentive-pay programs for managers and warehouse employees. When I examined three different plans, a trend appeared. Behavior change is the goal for incentive plans. You can reward or punish. Two plans focused on changing the behavior of individuals, while the third focused on changing the behavior of...
    Full story
  • Best-In-Class Companies Focus Cross-Functional Teams on Working Capital

    by David Schneider | Apr 20, 2015
    Many different factors affect the working capital of an enterprise. The levers of management reside in different internal management departments. External forces create pressure from different sources, at different times, and in different ways. Working-capital management is far more complex than it used to be. No single company department can “own” the problems—the whole enterprise does. Best-in-Class companies recognize that Working Capital solutions involve multiple areas of...
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  • Escape Velocity: 12. Duration

    by Pasquale Scopelliti | Apr 17, 2015
    Duration is a number that we use to measure the passing of time.  It is the ultimate example of the question: how much? [Image: The flow of sand in an hourglass can be used to keep track of elapsed time. It also concretely represents the present as being between the past and the future.] I think I’ve already shared the fact that my favorite time question of all is: are we there yet?  It’s only a tiny addition of formality to reframe this question: how much time will it...
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  • Part 3: The BATCHING “SOLUTION”

    by Mike Starling | Apr 16, 2015
    PICTURE THIS: We are seven months into the new DC start-up. We are the North American DC of a global manufacturing company operating an new DC where we have consolidated several business units inventory storage requirements into this new, centrally located facility to better serve our collective customer base. One of the business units has some very special customer order-specific parts labeling and packing requirements, which have proven to be quite an operational challenge for our warehouse...
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  • The Allegory of Supply Chain & Logistics

    by Nico Scopelliti | Apr 15, 2015
    The Four-Part Model of Allegory is a method of philosophical interpretation that stretches back to Dante (of Inferno fame) and before. I've yet to encounter a better means of finding deep meaning in what might be otherwise wrongly dismissed as insignificant. Most of what we Practitioners do isn't glamorous, but the impact we make is tremendous, and there is deep meaning in our arts if we look at them from the right perspective. Last week, I used the Four-Part Model to interpret the meaning of...
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  • Leaders Influence

    by David Schneider | Apr 14, 2015
    Leaders Influence. Managers must think and be leaders, but leaders do not have to be managers. To be a leader you must influence people to take action, take action in the way you want them to take action, and finally take sustained action that is sufficient to get the job done. Leaders have vision, and they learn to articulate that vision. Truly gifted leaders are able to touch the emotions of those who follow them. Great leaders master the art of getting people to do something the leader wants...
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  • Leadership

    by David Schneider | Apr 13, 2015
    ACT, or be ACTED UPON. Our basic nature is to act, and not be acted upon. Action enables us to choose our response to particular circumstances. Action, and the choice of our response, allows us to create circumstances of our choice. Leadership is both tactical and strategic. Strategic leaders are the ones who climb the tallest tree, survey the entire situation, and yell down to the troops "Wrong forest!" Solid tactical leaders look at the trees and the lay of the land and tell the troops "This...
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