Comments for Mark Woeppel on Management and Execution http://pinnacle-strategies.com/blog I'm writing about getting things done faster and more effectively. Sometimes I'll write about other things. Tue, 20 Oct 2009 19:16:08 +0000 http://wordpress.org/?v=2.9.1 hourly 1 Comment on Theory of Constraints Lean Six Sigma – Integrating Tools for Big Results by Malbrough http://pinnacle-strategies.com/blog/2009/06/tls-integrating-tools-for-big-results/comment-page-1/#comment-102 Malbrough Tue, 20 Oct 2009 19:16:08 +0000 http://pinnacle-strategies.com/blog/?p=150#comment-102 Bless you and your site for your helping hand. Bless you and your site for your helping hand.

]]> Comment on Is Your Continuous Improvement Organization a Profit Center? by Helene http://pinnacle-strategies.com/blog/2009/04/is-your-improvement-organization-a-profit-center/comment-page-1/#comment-82 Helene Mon, 31 Aug 2009 03:04:17 +0000 http://pinnacle-strategies.com/blog/?p=94#comment-82 I never ever post but this time I will,Thanks alot for the great blog. I never ever post but this time I will,Thanks alot for the great blog.

]]> Comment on How to Double Your Profits with TLS Theory of Constraints Lean Six Sigma by www.buzzflash.net http://pinnacle-strategies.com/blog/2009/08/how-to-double-your-profits-with-tls-theory-of-constraints-lean-six-sigma/comment-page-1/#comment-65 www.buzzflash.net Wed, 19 Aug 2009 22:45:57 +0000 http://pinnacle-strategies.com/blog/?p=198#comment-65 <strong>How to Double Your Profits with TLS Theory of Constraints Lean Six Sigm...</strong> Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult. In spite of the widespread implementation of Lean and Six Sigma ... How to Double Your Profits with TLS Theory of Constraints Lean Six Sigm…

Many organizations struggle with their continuous improvement (CI) efforts; achieving real bottom line results, whether in cost savings or increased revenues, has proven to be difficult. In spite of the widespread implementation of Lean and Six Sigma …

]]> Comment on How to Double Your Profits with TLS Theory of Constraints Lean Six Sigma by Debashish Brahma http://pinnacle-strategies.com/blog/2009/08/how-to-double-your-profits-with-tls-theory-of-constraints-lean-six-sigma/comment-page-1/#comment-62 Debashish Brahma Wed, 19 Aug 2009 04:39:30 +0000 http://pinnacle-strategies.com/blog/?p=198#comment-62 Dear Mark, I have seen your Blog and writings it's very interesting, but All the tools are to be used, in one side TOC, Lean, Six Sigma, but other tools like Kaizen, CI you diversify to new products and services for that you require the BPR, GE-Mckinsey Matrix, and other specific tools, if you connect to ROI profitability. With Warm Regards, Dear Mark,
I have seen your Blog and writings it’s very interesting, but
All the tools are to be used, in one side TOC, Lean, Six Sigma, but other tools like Kaizen, CI you diversify to new products and services for that you require the BPR, GE-Mckinsey Matrix, and other specific tools, if you connect to ROI profitability.
With Warm Regards,

]]> Comment on How to Double Your Profits with TLS Theory of Constraints Lean Six Sigma by Scott Hoskins http://pinnacle-strategies.com/blog/2009/08/how-to-double-your-profits-with-tls-theory-of-constraints-lean-six-sigma/comment-page-1/#comment-60 Scott Hoskins Tue, 18 Aug 2009 09:37:35 +0000 http://pinnacle-strategies.com/blog/?p=198#comment-60 Am already signe dup but am curious about this paper and the ROI connection. Also interested in integrating Six Sigma into our current perofrmance model and industry in a practical sense. Am already signe dup but am curious about this paper and the ROI connection. Also interested in integrating Six Sigma into our current perofrmance model and industry in a practical sense.

]]> Comment on Why is it so hard to get buy in to continuous improvement? by lm http://pinnacle-strategies.com/blog/2009/07/why-is-it-so-hard-to-get-buy-in-to-continuous-improvement/comment-page-1/#comment-47 lm Wed, 29 Jul 2009 13:56:31 +0000 http://pinnacle-strategies.com/blog/?p=172#comment-47 Very good analysis on implementation issues and key success factors cheers Very good analysis on implementation issues and key success factors
cheers

]]> Comment on Theory of Constraints Lean Six Sigma – Integrating Tools for Big Results by derekpm http://pinnacle-strategies.com/blog/2009/06/tls-integrating-tools-for-big-results/comment-page-1/#comment-42 derekpm Sun, 12 Jul 2009 21:31:48 +0000 http://pinnacle-strategies.com/blog/?p=150#comment-42 Rather interesting. Has few times re-read for this purpose to remember. Thanks for interesting article. Waiting for trackback Rather interesting. Has few times re-read for this purpose to remember. Thanks for interesting article. Waiting for trackback

]]> Comment on Is Your Continuous Improvement Organization a Profit Center? by Etienne Du Plooy http://pinnacle-strategies.com/blog/2009/04/is-your-improvement-organization-a-profit-center/comment-page-1/#comment-7 Etienne Du Plooy Thu, 16 Apr 2009 09:34:33 +0000 http://pinnacle-strategies.com/blog/?p=94#comment-7 We often suggest Harald's thought to our clients after making provision for taxation on profit levels centers. I agree fully with Mark, however, we always when possible suggest taking it further to the 'Autonomous Investment Center' level. ROI can be measured in investment centers and one can use the T, I and OE measurements freely when the centers are managed autonomously from the group regarding investment decisions. There will always be a degree of control from group head office but without having Investment autonomy one can't truly hold the investment center's manager responsible for actions. We often suggest Harald’s thought to our clients after making provision for taxation on profit levels centers. I agree fully with Mark, however, we always when possible suggest taking it further to the ‘Autonomous Investment Center’ level. ROI can be measured in investment centers and one can use the T, I and OE measurements freely when the centers are managed autonomously from the group regarding investment decisions. There will always be a degree of control from group head office but without having Investment autonomy one can’t truly hold the investment center’s manager responsible for actions.

]]> Comment on Is Your Continuous Improvement Organization a Profit Center? by Mark Woeppel http://pinnacle-strategies.com/blog/2009/04/is-your-improvement-organization-a-profit-center/comment-page-1/#comment-5 Mark Woeppel Wed, 08 Apr 2009 13:47:24 +0000 http://pinnacle-strategies.com/blog/?p=94#comment-5 Thanks Harald - that's definitely in line with my thinking. People's rewards should be aligned with the stockholders. Thanks for the idea! Thanks Harald – that’s definitely in line with my thinking. People’s rewards should be aligned with the stockholders. Thanks for the idea!

]]> Comment on Is Your Continuous Improvement Organization a Profit Center? by Harald http://pinnacle-strategies.com/blog/2009/04/is-your-improvement-organization-a-profit-center/comment-page-1/#comment-4 Harald Wed, 08 Apr 2009 07:37:56 +0000 http://pinnacle-strategies.com/blog/?p=94#comment-4 Mark, An add-on-thought concerning your split of the "saved costs". We have introduced a compensation scheme where employees intitally get a relatively low fixed wage. This was reached by not giving any linear increase for several years. This - in a traditional thinking very "boss oriented" way - is accompanied by a drastic success participation scheme. Ath year's end we take a certain amount as a bottom line (very low). Above that 1/3 of the companies profit goes to the employees!!! (the thinking is that 1/3 should go to the owner, 1/3 should stay in the company to ensure long-term-growth and 1/3 should go to the employees. In your example (beside a special compensation for those who have reached the target) people are interested in cutting the budget - because they get 1/3 of the cut into their pockets!. Mark,
An add-on-thought concerning your split of the “saved costs”.
We have introduced a compensation scheme where employees intitally get a relatively low fixed wage. This was reached by not giving any linear increase for several years.
This – in a traditional thinking very “boss oriented” way – is accompanied by a drastic success participation scheme. Ath year’s end we take a certain amount as a bottom line (very low). Above that 1/3 of the companies profit goes to the employees!!! (the thinking is that 1/3 should go to the owner, 1/3 should stay in the company to ensure long-term-growth and 1/3 should go to the employees.
In your example (beside a special compensation for those who have reached the target) people are interested in cutting the budget – because they get 1/3 of the cut into their pockets!.

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