Business901

Is Demand Driven Material Requirements Planning the blueprint for the future and revitalization of formal planning in the 21st Century? Some people think so as Carol Ptak and Chad Smith were asked to co-author the new Orlicky's Material Requirements Planning 3/E. But more impressive are the full houses of practitioners that Carol and Chad are talking too. The one simple reason for that is that they understand the problem. Carol and Chad both were on previous podcasts with me, In a Supply Chain, Where is more important than How Much! and Can MRP be a Demand – Driven Tool?. These podcasts were my most quotable ones this past year. For example Carol Ptak, said in her podcast said: A lot of people have focused on the fact that the Economic times right now are really bad. What a lot of people are missing is the fact that the world around us has fundamentally changed. A we see now across the world is that we have excess capacity when you add to that the Internet where we get on the Internet we expect to have an experience like Amazon, or order it is going to tell me instantly when I’m going to get it. If you don’t provide it at the price I want to pay and the time I want to pay then I can just go someplace else. Why can I do that? That’s because I have all this excess capacity out there. So what companies are seeing today is volatility like they never had to manage before and at the same time they no longer have the reliability of understanding what the customers are going to demand and when they’re going to demand, because customers are increasingly fickle. So what we’ve got is the perfect storm that has come together of excess capacity and incredible product variety. The two of them did not disappoint me. These two people are have rewritten the book on MRP and if you don’t think MRP or even your Lean Supply Chain could not learn from this podcast, think again. Carol has written several books on MRP, ERP, Lean and Theory of Constraints.  She is the Past President of APICS International and former Vice President and global industry executive for manufacturing and distribution industries at PeopleSoft.  Chad co-founded Constraints Management Group in 1997 after working under the tutelage of Dr. Eli Goldratt for several years.  Constraints Management Group specializes in demand driven supply chain and manufacturing solutions for a variety of industries.  Clients have included Boeing, Unilever, IBM, LeTourneau Technologies and Roseburg Forest Products. What is Demand Driven Material Requirements Planning (DDMRP)? Demand Driven Material Requirements Planning is an innovative multi-echelon pull methodology to plan inventories and materials. It enables a company to build more closely to actual market requirements and promotes better and quicker decisions and actions at the planning and execution level. Related Information: The Perfect Storm has come together of Excess Capacity and Product Variety Will Product Managers embrace Open Innovation? Implementing the TOC Supply Chain Solution

Is Demand Driven Material Requirements Planning the blueprint for the future and revitalization of formal planning in the 21st Century? Some people think so as Carol Ptak and Chad Smith were asked to co-author the new Orlicky's Material Requirements Planning 3/E. But more impressive are the full houses of practitioners that Carol and Chad are talking too. The one simple reason for that is that they understand the problem. Carol and Chad both were on previous podcasts with me, In a Supply Chain, Where is more important than How Much! and Can MRP be a Demand – Driven Tool?. These podcasts were my most quotable ones this past year. For example Carol Ptak, said in her podcast said: A lot of people have focused on the fact that the Economic times right now are really bad. What a lot of people are missing is the fact that the world around us has fundamentally changed. A we see now across the world is that we have excess capacity when you add to that the Internet where we get on the Internet we expect to have an experience like Amazon, or order it is going to tell me instantly when I’m going to get it. If you don’t provide it at the price I want to pay and the time I want to pay then I can just go someplace else. Why can I do that? That’s because I have all this excess capacity out there. So what companies are seeing today is volatility like they never had to manage before and at the same time they no longer have the reliability of understanding what the customers are going to demand and when they’re going to demand, because customers are increasingly fickle. So what we’ve got is the perfect storm that has come together of excess capacity and incredible product variety. The two of them did not disappoint me. These two people are have rewritten the book on MRP and if you don’t think MRP or even your Lean Supply Chain could not learn from this podcast, think again. Carol has written several books on MRP, ERP, Lean and Theory of Constraints.  She is the Past President of APICS International and former Vice President and global industry executive for manufacturing and distribution industries at PeopleSoft.  Chad co-founded Constraints Management Group in 1997 after working under the tutelage of Dr. Eli Goldratt for several years.  Constraints Management Group specializes in demand driven supply chain and manufacturing solutions for a variety of industries.  Clients have included Boeing, Unilever, IBM, LeTourneau Technologies and Roseburg Forest Products. What is Demand Driven Material Requirements Planning (DDMRP)? Demand Driven Material Requirements Planning is an innovative multi-echelon pull methodology to plan inventories and materials. It enables a company to build more closely to actual market requirements and promotes better and quicker decisions and actions at the planning and execution level. Related Information: The Perfect Storm has come together of Excess Capacity and Product Variety Will Product Managers embrace Open Innovation? Implementing the TOC Supply Chain Solution Transforming your Supply Chain to a Lean Fulfillment Stream eBook Lean Six Sigma applied to Supply Chain Application of Lean Six Sigma to the Supply Chain

Is Demand Driven Material Requirements Planning the blueprint for the future and revitalization of formal planning in the 21st Century? Some people think so as Carol Ptak and Chad Smith were asked to co-author the new Orlicky's Material Requirements Planning 3/E. But more impressive are the full houses of practitioners that Carol and Chad are talking too. The one simple reason for that is that they understand the problem. Carol and Chad both were on previous podcasts with me, In a Supply Chain, Where is more important than How Much! and Can MRP be a Demand – Driven Tool?. These podcasts were my most quotable ones this past year. For example Carol Ptak, said in her podcast said: A lot of people have focused on the fact that the Economic times right now are really bad. What a lot of people are missing is the fact that the world around us has fundamentally changed. A we see now across the world is that we have excess capacity when you add to that the Internet where we get on the Internet we expect to have an experience like Amazon, or order it is going to tell me instantly when I’m going to get it. If you don’t provide it at the price I want to pay and the time I want to pay then I can just go someplace else. Why can I do that? That’s because I have all this excess capacity out there. So what companies are seeing today is volatility like they never had to manage before and at the same time they no longer have the reliability of understanding what the customers are going to demand and when they’re going to demand, because customers are increasingly fickle. So what we’ve got is the perfect storm that has come together of excess capacity and incredible product variety. The two of them did not disappoint me. These two people are have rewritten the book on MRP and if you don’t think MRP or even your Lean Supply Chain could not learn from this podcast, think again. Carol has written several books on MRP, ERP, Lean and Theory of Constraints.  She is the Past President of APICS International and former Vice President and global industry executive for manufacturing and distribution industries at PeopleSoft.  Chad co-founded Constraints Management Group in 1997 after working under the tutelage of Dr. Eli Goldratt for several years.  Constraints Management Group specializes in demand driven supply chain and manufacturing solutions for a variety of industries.  Clients have included Boeing, Unilever, IBM, LeTourneau Technologies and Roseburg Forest Products. What is Demand Driven Material Requirements Planning (DDMRP)? Demand Driven Material Requirements Planning is an innovative multi-echelon pull methodology to plan inventories and materials. It enables a company to build more closely to actual market requirements and promotes better and quicker decisions and actions at the planning and execution level. Related Information: The Perfect Storm has come together of Excess Capacity and Product Variety Will Product Managers embrace Open Innovation? Implementing the TOC Supply Chain Solution

I was participating in a discussion on LinkedIn and came across an article, How to Sustain Front Line Process Improvement Activities from the Harvard Business Review and like most of us, if it says sustainability we take a look. It has to be the most difficult part of any continuous improvement process. I found the author of the article, Brad Power handling the comments masterfully and engaging in a great dialogue with the commenters. He is actually researching sustaining attention to process management and is currently conducting research with the Lean Enterprise Institute. Our podcast centered on Brad’s research of sustainability and his findings so far may not be unique but the structure he puts to his information is.  Also, I think you will find out as much about researching and the questions you ask as you will sustainability. At times I wondered who was being interviewed. Brad Power is a consultant and researcher in process innovation. In his latest consulting engagement, for over a year he's been helping a healthcare insurance company reengineer its interactions with providers and members to reduce cycle times. And for the last three years he's been researching why few companies sustain their attention to process management — how they can make improvement and adaptation a habit (even fun?). He's been collaborating with the Lean Enterprise Institute on his research. You can see some of his research insights in his blog posts at The Harvard Business Review at bradfordpower.tumblr.com. He's interested in hearing stories of companies which embarked on a process improvement program and either kept going, or didn't, and why. Related Information: Learn more about the Xerox Design for Lean Six Sigma Design for Lean Six Sigma, The Xerox Way Sustaining Lean in Manufacturing Does Lean Marketing deliver what the customer wants?

I was participating in a discussion on LinkedIn and came across an article, How to Sustain Front Line Process Improvement Activities from the Harvard Business Review and like most of us, if it says sustainability we take a look. It has to be the most difficult part of any continuous improvement process. I found the author of the article, Brad Power handling the comments masterfully and engaging in a great dialogue with the commenters. He is actually researching sustaining attention to process management and is currently conducting research with the Lean Enterprise Institute. Our podcast centered on Brad’s research of sustainability and his findings so far may not be unique but the structure he puts to his information is.  Also, I think you will find out as much about researching and the questions you ask as you will sustainability. At times I wondered who was being interviewed. Brad Power is a consultant and researcher in process innovation. In his latest consulting engagement, for over a year he's been helping a healthcare insurance company reengineer its interactions with providers and members to reduce cycle times. And for the last three years he's been researching why few companies sustain their attention to process management — how they can make improvement and adaptation a habit (even fun?). He's been collaborating with the Lean Enterprise Institute on his research. You can see some of his research insights in his blog posts at The Harvard Business Review at bradfordpower.tumblr.com. He's interested in hearing stories of companies which embarked on a process improvement program and either kept going, or didn't, and why. Related Information: Learn more about the Xerox Design for Lean Six Sigma Design for Lean Six Sigma, The Xerox Way Sustaining Lean in Manufacturing Does Lean Marketing deliver what the customer wants?

I was participating in a discussion on LinkedIn and came across an article, How to Sustain Front Line Process Improvement Activities from the Harvard Business Review and like most of us, if it says sustainability we take a look. It has to be the most difficult part of any continuous improvement process. I found the author of the article, Brad Power handling the comments masterfully and engaging in a great dialogue with the commenters. He is actually researching sustaining attention to process management and is currently conducting research with the Lean Enterprise Institute. Our podcast centered on Brad’s research of sustainability and his findings so far may not be unique but the structure he puts to his information is.  Also, I think you will find out as much about researching and the questions you ask as you will sustainability. At times I wondered who was being interviewed. Brad Power is a consultant and researcher in process innovation. In his latest consulting engagement, for over a year he's been helping a healthcare insurance company reengineer its interactions with providers and members to reduce cycle times. And for the last three years he's been researching why few companies sustain their attention to process management — how they can make improvement and adaptation a habit (even fun?). He's been collaborating with the Lean Enterprise Institute on his research. You can see some of his research insights in his blog posts at The Harvard Business Review at bradfordpower.tumblr.com. He's interested in hearing stories of companies which embarked on a process improvement program and either kept going, or didn't, and why. Related Information: Learn more about the Xerox Design for Lean Six Sigma Design for Lean Six Sigma, The Xerox Way Sustaining Lean in Manufacturing Does Lean Marketing deliver what the customer wants?

Games have changed the way we play and the way we work. In the  blog post Salesforce.com's Chief Scientist on Why Gamification is the Future of Work, it says, Rangaswami outlines how and why gamification will shape the future of work. As a new generation of knowledge workers land in jobs at organizations big and small, they're bringing with them different expectations and are motivated differently than workers once were. One way to motivate those workers is by incorporating game mechanics into the workplace, especially when it comes to rewarding worker performance. One way to motivate those workers is by incorporating game mechanics into the workplace, especially when it comes to rewarding worker performance. I decided rather than discussing gaming with a bunch of 50 year old marketers it might be better to just go to Gemba (the real place). I found one of the top Gamer’s in the world and  discussed with him the art of gaming. His insights into teamwork, respect for people and planning skills are interesting. After listening to this podcast, I think you may find less to worry about in the future generation. In fact, the number one reason your organization needs to understand gaming is it may be your only chance to attract the best and brightest talent in the future. My guest, Peter is part of a highly rated team (sGty) playing the game Heroes of Newerth, HoN.  Peter can be found @peterpandam on Twitter where he posts the time of his live stream games. The recorded streams are available on Justin TV. His Facebook page is Peterpandam. Related Information: Is every Boardroom discussing Gamification? Is yours? Three more ways to Improve your Marketing! The Strategy of the Fighter Pilot Revisited Lean Thinking: Prototype early and often

Games have changed the way we play and the way we work. In the  blog post Salesforce.com's Chief Scientist on Why Gamification is the Future of Work, it says, Rangaswami outlines how and why gamification will shape the future of work. As a new generation of knowledge workers land in jobs at organizations big and small, they're bringing with them different expectations and are motivated differently than workers once were. One way to motivate those workers is by incorporating game mechanics into the workplace, especially when it comes to rewarding worker performance. One way to motivate those workers is by incorporating game mechanics into the workplace, especially when it comes to rewarding worker performance. I decided rather than discussing gaming with a bunch of 50 year old marketers it might be better to just go to Gemba (the real place). I found one of the top Gamer’s in the world and  discussed with him the art of gaming. His insights into teamwork, respect for people and planning skills are interesting. After listening to this podcast, I think you may find less to worry about in the future generation. In fact, the number one reason your organization needs to understand gaming is it may be your only chance to attract the best and brightest talent in the future. My guest, Peter is part of a highly rated team (sGty) playing the game Heroes of Newerth, HoN.  Peter can be found @peterpandam on Twitter where he posts the time of his live stream games. The recorded streams are available on Justin TV. His Facebook page is Peterpandam. Related Information: Is every Boardroom discussing Gamification? Is yours? Three more ways to Improve your Marketing! The Strategy of the Fighter Pilot Revisited Lean Thinking: Prototype early and often

Games have changed the way we play and the way we work. In the  blog post Salesforce.com's Chief Scientist on Why Gamification is the Future of Work, it says, Rangaswami outlines how and why gamification will shape the future of work. As a new generation of knowledge workers land in jobs at organizations big and small, they're bringing with them different expectations and are motivated differently than workers once were. One way to motivate those workers is by incorporating game mechanics into the workplace, especially when it comes to rewarding worker performance. One way to motivate those workers is by incorporating game mechanics into the workplace, especially when it comes to rewarding worker performance. I decided rather than discussing gaming with a bunch of 50 year old marketers it might be better to just go to Gemba (the real place). I found one of the top Gamer’s in the world and  discussed with him the art of gaming. His insights into teamwork, respect for people and planning skills are interesting. After listening to this podcast, I think you may find less to worry about in the future generation. In fact, the number one reason your organization needs to understand gaming is it may be your only chance to attract the best and brightest talent in the future. My guest, Peter is part of a highly rated team (sGty) playing the game Heroes of Newerth, HoN.  Peter can be found @peterpandam on Twitter where he posts the time of his live stream games. The recorded streams are available on Justin TV. His Facebook page is Peterpandam. Related Information: Is every Boardroom discussing Gamification? Is yours? Three more ways to Improve your Marketing! The Strategy of the Fighter Pilot Revisited Lean Thinking: Prototype early and often

Dean Leffingwell author of Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Agile Software Development Series) was the guest on the Businss901 podcast. I talked to Dean so long that I divided the podcast into two parts. The 1st part, Lean Agile Software Train, part 1 published last Tuesday. That podcast is under thirty minutes and touches more upon Dean’s experience with organizations. The 2nd part below takes the deep dive into building the Lean Agile Software Enterprise. About: Dean Leffingwell is a consultant, entrepreneur, software executive and technical author who provides product strategy, business advisory services and enterprise-level agility coaching to large software enterprises. Mr. Leffingwell was founder and CEO of consumer marketing identity company ProQuo, Inc. Dean has also served as chief methodologist to Rally Software and as business consultant to Ping Identity Corporation and Roving Planet, Inc. Formerly, he served as Vice President of Rational Software, now IBM’s Rational Division, where he was responsible for the Rational Unified Process and promulgation of the UML. Previously, Leffingwell was co-founder and CEO of software tools company Requisite, Inc., makers of RequisitePro for requirements management, which was acquired by Rational. Mr. Leffingwell was also the founder and CEO of RELA, Inc., and publicly held Colorado MEDtech. Info on Dean: Dean’s Website Dean’s Blog Dean’s other Book(Amazon): Scaling Software Agility: Best Practices for Large EnterprisesRelated Information: Understand Scrum, Understand Implementing PDCA Lean Architecture: for Agile Software Development The differences in Lean and Agile

Dean Leffingwell author of Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Agile Software Development Series) was the guest on the Businss901 podcast. I talked to Dean so long that I divided the podcast into two parts. The 1st part, Lean Agile Software Train, part 1 published last Tuesday. That podcast is under thirty minutes and touches more upon Dean’s experience with organizations. The 2nd part below takes the deep dive into building the Lean Agile Software Enterprise. About: Dean Leffingwell is a consultant, entrepreneur, software executive and technical author who provides product strategy, business advisory services and enterprise-level agility coaching to large software enterprises. Mr. Leffingwell was founder and CEO of consumer marketing identity company ProQuo, Inc. Dean has also served as chief methodologist to Rally Software and as business consultant to Ping Identity Corporation and Roving Planet, Inc. Formerly, he served as Vice President of Rational Software, now IBM’s Rational Division, where he was responsible for the Rational Unified Process and promulgation of the UML. Previously, Leffingwell was co-founder and CEO of software tools company Requisite, Inc., makers of RequisitePro for requirements management, which was acquired by Rational. Mr. Leffingwell was also the founder and CEO of RELA, Inc., and publicly held Colorado MEDtech. Info on Dean: Dean’s Website Dean’s Blog Dean’s other Book(Amazon): Scaling Software Agility: Best Practices for Large Enterprises Related Information: Understand Scrum, Understand Implementing PDCA Lean Architecture: for Agile Software Development The differences in Lean and Agile

Dean Leffingwell author of Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise (Agile Software Development Series) was the guest on the Businss901 podcast. I talked to Dean so long that I divided the podcast into two parts. The 1st part, Lean Agile Software Train, part 1 published last Tuesday. That podcast is under thirty minutes and touches more upon Dean’s experience with organizations. The 2nd part below takes the deep dive into building the Lean Agile Software Enterprise. About: Dean Leffingwell is a consultant, entrepreneur, software executive and technical author who provides product strategy, business advisory services and enterprise-level agility coaching to large software enterprises. Mr. Leffingwell was founder and CEO of consumer marketing identity company ProQuo, Inc. Dean has also served as chief methodologist to Rally Software and as business consultant to Ping Identity Corporation and Roving Planet, Inc. Formerly, he served as Vice President of Rational Software, now IBM’s Rational Division, where he was responsible for the Rational Unified Process and promulgation of the UML. Previously, Leffingwell was co-founder and CEO of software tools company Requisite, Inc., makers of RequisitePro for requirements management, which was acquired by Rational. Mr. Leffingwell was also the founder and CEO of RELA, Inc., and publicly held Colorado MEDtech. Info on Dean: Dean’s Website Dean’s Blog Dean’s other Book(Amazon): Scaling Software Agility: Best Practices for Large EnterprisesRelated Information: Understand Scrum, Understand Implementing PDCA Lean Architecture: for Agile Software Development The differences in Lean and Agile

The Friday Video Series with Dr. Michael Balle, the Gemba Coach at the Lean Enterprise Institute recently competed a two month long series on Kaizen. I have included the entire audio of the conversation as a podcast. Even if you have watched the videos I think you will find it worthwhile. Dr. Balle is a multiple Shingo Prize winner as an author of the The Gold Mine and The Lean Manager. His newest Shingo Prize was on the adaption of The Gold Mine: A Novel of Lean Turnaround to an audiobook that features performances by multiple readers who bring its realistic business story and characters to life. Dr. Michael Balle is the Gemba Coach at the Lean Enterprise Institute Related Information: SALES PDCA Framework for Lean Sales and Marketing Continuous Improvement, The Toyota Way Marketing with PDCA eBook released on Business901 Website Lean is not a revolution, Lean is solve one thing and prove one thing!

The Friday Video Series with Dr. Michael Balle, the Gemba Coach at the Lean Enterprise Institute recently competed a two month long series on Kaizen. I have included the entire audio of the conversation as a podcast. Even if you have watched the videos I think you will find it worthwhile. Dr. Balle is a multiple Shingo Prize winner as an author of the The Gold Mine and The Lean Manager. His newest Shingo Prize was on the adaption of The Gold Mine: A Novel of Lean Turnaround to an audiobook that features performances by multiple readers who bring its realistic business story and characters to life. Dr. Michael Balle is the Gemba Coach at the Lean Enterprise Institute Related Information: SALES PDCA Framework for Lean Sales and Marketing Continuous Improvement, The Toyota Way Marketing with PDCA eBook released on Business901 Website Lean is not a revolution, Lean is solve one thing and prove one thing!

The Friday Video Series with Dr. Michael Balle, the Gemba Coach at the Lean Enterprise Institute recently competed a two month long series on Kaizen. I have included the entire audio of the conversation as a podcast. Even if you have watched the videos I think you will find it worthwhile. Dr. Balle is a multiple Shingo Prize winner as an author of the The Gold Mine and The Lean Manager. His newest Shingo Prize was on the adaption of The Gold Mine: A Novel of Lean Turnaround to an audiobook that features performances by multiple readers who bring its realistic business story and characters to life. Dr. Michael Balle is the Gemba Coach at the Lean Enterprise Institute Related Information: SALES PDCA Framework for Lean Sales and Marketing Continuous Improvement, The Toyota Way Marketing with PDCA eBook released on Business901 Website Lean is not a revolution, Lean is solve one thing and prove one thing!