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Toyota Production System methods have rendered remarkable results in high-volume manufacturing plants, but they have not been fully understood and correctly applied in high-mix, low-volume environments. While lean principles do apply, the implementation methods and tools must be adapted and alternate methods embraced in a low-volume environment. This volume is specifically geared for manufacturers that have hundreds to thousands of active part numbers with few or no ongoing forecasted volumes, and for job shops that build only to order. The primary focus is eliminating non-value-added activities and instituting improvements on the most repetitive jobs, a strategy that gives you more time to produce your low-volume work or one-offs. About the author: Greg Lane is a faculty member of the Lean Enterprise Institute and an advisor to the Instituto de Lean Management in Spain. During his time with Toyota, he was one of a handful of candidates selected for a one-year training program conducted by the company’s masters. He became certified as a Toyota Production System (TPS) Key Person and continued his work with Toyota, training others in TPS. He has been highly active in working on implementing lean around the world, supporting large and small companies alike. In 1998, he began to focus his lean endeavors on meeting the specific needs of high-mix, low-volume enterprises. During his time as an independent consultant, Greg purchased and operated his own manufacturing company, which specialized in fast turnaround on high-mix, low-volume parts. Greg used TPS to grow the business and nearly double its sales. Greg and his associates have experience not only at adapting the methods contained in this book, but also in applying other tools that are too numerous to detail here. They can be reached for further support with your lean transformation via email: [email protected]
Provides information on the features of the iPad 2 with step-by-step instructions covering such topics as connecting to a wi-fi and 3G network, downloading apps, creating documents and spreadsheets, building and displaying presentations, using email, and watching movies.
Time needs to be managed, not just on agile projects, but in business and in life in general, so Agile Time Management in easy steps takes the best concepts and methods of the agile approach and applies them to time management in its broadest sense. What agile time management can do for you: · Change the way you view time itself and how best to use it. · Recognize that demands on your time will always exceed the amount of time you have available. · Shows you how to deal with the conflicting interests life throws at you. · Put you in control of your life. · Improve your personal productivity and effectiveness. · Spend more time on the things that really matter to you. · Make the most of every minute, hour, day, week, and year of your life. · Give you a simple system for achieving meaningful results. · Achieve a proper work-life balance. · Stop worrying about the future and get on with the present. · Show you how to become a happier person. Table of Contents 1. Introduction 2. Understanding Time 3. Understand Yourself 4. Making Choices 5. The Future 6. Time Wasters 7. Planning 8. Effective Time Management 9. Agile Time Management 10. Agile Principles 11. Moving Forward
Children have worked for centuries and continue to work. The history of the economic development of Europe and North America includes numerous instances of child labor. Manufacturers in England, France, Belgium, Germany, and Prussia as well as the United States used child labor during the initial stages of industrialization. In addition, child labor prevails currently in many industries in the Third World. This book examines the explanations for child labor in an economic context. A model of the labor market for children is constructed using the new economics of the family framework to derive the supply of child labor and the traditional labor theory of marginal productivity to derive the demand for child labor. The model is placed into a historical context and is used to test the existing supply-and-demand-induced explanations for an increase in child labor during the British Industrial Revolution. Evidence on the extent of childrens employment, their specific tasks and trends in their wages from the textile industry and mining industry is used to support the argument that it was technological innovation which created a demand for child labor. Certain mechanical inventions and process innovations increased the demand for child labor in three ways: increasing number of assistants needed; increasing the substitutability between children and adults, and creating work situations that only children could fill. Specific innovations in the production of textiles and in the extraction of coal, copper and tin are highlighted to show how they favored the use of child workers over adult workers. The book concludes with a look at the current situations in developing countries where child labor is prevalent. Considerable insight is gained on the role of child labor in economic development when this historical model is applied to the contemporary situation.
Before the Baudelaires became orphans, before he encountered A Series of Unfortunate Events, even before the invention of Netflix, Lemony Snicket was a boy discovering the mysteries of the world. In a fading town, far from anyone he knew or trusted, a young Lemony Snicket began his apprenticeship in an organization nobody knows about. He started by asking questions that shouldn't have been on his mind. Now he has written an account that should not be published, in four volumes that shouldn't be read. This is the first volume.