Below are the 2 most recent journal entries recorded in Steve Wilheir's Blurty:

Sunday, October 2nd, 2011
12:08 pm	Project Planning and Management using Gantt Charts Gantt and PERT diagrams are exceptional project management software and tools for scheduling complex tasks. Still, simpler activities within a straightforward project which involves few employees over a reduced period and fewer work elements further means a less complicated methodology. Thus, successful PM synchronization for this particular plan is without a doubt dependent on early planning steps. A Gantt chart is a tool which is used by project managers for tasks that aren't overly complex and on other projects. One example of such a task could be creating and executing a marketing and advertising plan. A sole owner business could make a plan using the Gantt chart. However, it should be noted a Gantt chart could make a simple project more complicated. It is possible that using the Gantt chart would be overkill for a simple planning job. All the project members should thoroughly understand a tool like a Gantt chart so that good communication is maintained with involved parties. It might be a whole lot more practical to apply an action procedure or a time chart for making basic plans. Considering everyone that participates has their time chart and make plans it should be fine. Participants might need to be included in the discussion of the time chart and the supervisors might desire to keep records with calendars or diaries. All such projects will need deadlines and control points when progress is monitored and quantified, although a missed deadline doesn't necessarily mean that the project ends. The project's needs can sometimes be further evaluated and negotiated by members. If time points are still missed or if a project becomes too complicated, Gantt Chart may be needed, but members will need to learn how to use this tool. In order to achieve a particular outcome or goal, like a certain project, a list of tasks and actions, like an action plan, may be employed. The best kinds of action plans should emphasize the achievement of just one goal. The actions might be put into an action calendar or to-do list, even though they might conceivably cover many more goals. Putting a project back on track after a problem can be difficult. When people get behind or an employee been pulled it is hard to reach the final goal. It may be needed to make some revision of assignments. Tasks need to be presented in a set order or the overall scope of each task could be changed. Having to reassign resources can happen to even the best project managers. A manger may begin only to find they are lacking in resources or tasks may become more of a challenge than they first appeared. For critical tasks it can be necessary to use resources originally assigned to other less important tasks. Some tasks may also require less of an effort than expected leaving resources free for more difficult tasks. A revaluation may even find that a planned task is not needed. Changing the sequences of tasks is required to face the challenges sometimes. It will look good when we substitute some tasks and leave more difficult tasks for later. The tasks can be rearranged so that multitasking can be enabled when the things are behind. The planning for the possible roadblocks of a project can be done with the help of a Gantt chart. It can be used to look where the time and resources are used and where the problems have arisen in the plan. It will be guiding a manager so that they can avoid problems before they arise. (Comment on this)
Wednesday, September 28th, 2011
10:32 pm	Keeping Score With Kaizen Scorecard Continuous Improvement is the fundamental idea behind Toyota's Production System. This newly innovated attitude is the English take on a new study called the Kaizen scorecard. So, what is Kaizen? "Good" "Change" is the exact translation of "Kai" "Zen", which is Japanese. In English, this can mean continual improvement, constant perfection, and incessant expansion, anything along those lines. The theory behind Kaizen is an improvement system developed for the workplace. TWI, the War Department's Training Within Industry program, called on statistics experts to assist in helping to overcome their devastated economy. Toyota has harnessed business process improvement methods which came from the fifties and then cultivated their own process identified as Toyota's Production System. Juran's statistical approach, Kaizen, and Deming's Shewart cycle are merely a few examples of advancements Toyota formulated the TPS method upon. Although past techniques counted upon instruction and teaching of the workers, Toyota decided to go many steps further by demanding manufacturing queues to be halted in the event a defect was observed. Whenever that occurs at Toyota, the factory laborers, management and team members having administrative positions collaborate to fully grasp and overcome the explanation why the factory needed to be halted or kaizen concepts. This program is used to keep a tab on unnecessary expenses in the process of manufacturing. Thus the company's resources can be put to best use. It’s a win-win situation where the owners benefit, the workers do not feel the pressure and it also increases the investor's satisfaction. This indirectly works wonders on the overall morale of the company and the people associated with the company. The benefits of Kaizen can be elaborated through corporate forums and presentations. All parameters of assessment are taken care of with the implementation of this plan. The core issue is the exact time taken for manufacturing an item. Once the actual figure is arrived at, the senior officials can conclusively distinguish between what is productive and what is a liability. Efficiency starts showing when the production time is well pruned. Kaizen system could be employed here effectively to get the desired results. Performance improves when there is a good rapport and the entire ranks close in with a single purpose. Success is in the vicinity when every minor issue is closely scrutinized. The plan starts working only when the prognosis is addressed at regular intervals. The concept of continuous improvement is what a Kaizen scorecard is. It improves organizational performance. Proper supervision of employees allows for easing of mental and physical tensions thereby allowing for experiments to encourage employees in eliminating wastage of time and processes and instead, improve productivity. Since Kaizen is a continuous process of improving all positive aspects, reviews, previews and adjustments are the continuous happenings to help resolve problems. Efficiency in production can only be achieved when all involved carry out their respective tasks as per predefined paths. Hence, Kaizen improves work flow, workmanship, productivity leading to cash flow and overall success of the business concern. (Comment on this)