I am launching a new radio station in Winnipeg, Manitoba Canada. We have basically “cleaned house” if you will and redeveloped from the ground up with new staff, sales team, programming etc. Ron or “Ronnie” as I call him, and I discussed the “Lean” philosophy. I recently facilitated a meeting and used the plus and delta format, and I have to say, you might have something here Ronnie! Thank you for your insight. I am extremely interested in this process, and will look forward to keeping you posted. So. the moral of the story is………this works anywhere!

Your Brilliant Ronnie!

Cheers!

Michelle…..miss you guys!

I do agree with you that we have to be careful with being too aggressive with inventory reduction but also believe those of us in the West tend to use inventory as a crutch more than we should.

So the key, to me at least, is to slowly drain the pond (inventory) which exposes all the nasty issues (quality, incapable processes, etc.). Because until we fix these issues leadtime reduction is very difficult.

So it’s a balancing act and hard to really explain via a list I suppose.

I think it’s worth pointing out that you can’t (shouldn’t) reduce inventory before you reduce lead time, reduce downtime, and improve quality. That list shouldn’t be taken as a sequence or priority (not that you were saying to).

Too many companies have been burned by reducing inventory without addressing the underlying root causes of said inventory.