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Design, Modification, Solutions
Design, Modification, Solutions
Conserve your resources, learn from others mistakes.
You do not have to make all the mistakes yourself to benefit from the lessons learned.
Do not let excellent get in the way of good.
Cardboard templates are remarkably useful.
Go out and try, a lot of questions come up in execution that might be missed in the planning stage.
Communicate.
Leave a clear trail of bread crumbs for those who follow you.
Never forget what it is like not to know.
Be Clear, Explain what you are going to do and why then review what you did and see if it is understood.
It is better to over clarify than to have to scrape a plane off a mountainside or runway.
Do not use glue unless you are sure it is the final plan. Screws, nuts and bolts and zip ties let you rethink.
Everyone is a maker- Adam Savage.
Kaizen (改善?), Chinese and Japanese for "'continuous improvement". When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions and involve all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain.[1] It has been applied in healthcare,[2] psychotherapy,[3] life-coaching, government, banking, and other industries.
By improving standardized activities and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world[4] and is now being implemented in environments outside of business and productivity.
Companies can make mistakes and stretch too far causing their customers and employees great stress which can hurt the bottom line.
Some people might tell you to burn the boats and go learn your own lessons but the whole point of a lesson is to learn from someone else's mistake instead of making your own version of it.
When Tilden got taken over the company ended up enforcing a rule that only Dunn and Broadstreet rated companies could be set up for direct billing accounts. It makes a lot of sense in the US but in Canada a lot of production companies and companies in general were Canada only so we ended up shutting the door on a lot of business in order to streamline operations.
When Saturn had reset the GM customer experience the company slowly eliminated all the differences that drove customer loyalty with the predictable result of GM shuttering the brand within a few years of eliminating any Saturn models.
Using customers as your beta testers can be good if they feel that their input is welcome but sending out a product before it works can be deadly.
You do not have to make all the mistakes yourself to benefit from the lessons learned.
Do not let excellent get in the way of good.
Cardboard templates are remarkably useful.
Go out and try, a lot of questions come up in execution that might be missed in the planning stage.
Communicate.
Leave a clear trail of bread crumbs for those who follow you.
Never forget what it is like not to know.
Be Clear, Explain what you are going to do and why then review what you did and see if it is understood.
It is better to over clarify than to have to scrape a plane off a mountainside or runway.
Do not use glue unless you are sure it is the final plan. Screws, nuts and bolts and zip ties let you rethink.
Everyone is a maker- Adam Savage.
Kaizen (改善?), Chinese and Japanese for "'continuous improvement". When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions and involve all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain.[1] It has been applied in healthcare,[2] psychotherapy,[3] life-coaching, government, banking, and other industries.
By improving standardized activities and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world[4] and is now being implemented in environments outside of business and productivity.
Companies can make mistakes and stretch too far causing their customers and employees great stress which can hurt the bottom line.
Some people might tell you to burn the boats and go learn your own lessons but the whole point of a lesson is to learn from someone else's mistake instead of making your own version of it.
When Tilden got taken over the company ended up enforcing a rule that only Dunn and Broadstreet rated companies could be set up for direct billing accounts. It makes a lot of sense in the US but in Canada a lot of production companies and companies in general were Canada only so we ended up shutting the door on a lot of business in order to streamline operations.
When Saturn had reset the GM customer experience the company slowly eliminated all the differences that drove customer loyalty with the predictable result of GM shuttering the brand within a few years of eliminating any Saturn models.
Using customers as your beta testers can be good if they feel that their input is welcome but sending out a product before it works can be deadly.