Sean Fields, P.E., LSSBB, MSIE, co-author of
Quantum Lean, has over 30 years of experience in a variety of industries, including oil field equipment manufacturing, food processing, and job shops, working in various phases of business, including the shop floor, quality, safety, and engineering. Sean is a network member of the nonprofit organization BeehiveFund, which assists companies with production scheduling, inventory control, and developing quality-management systems. He is also a columnist for the Lubbock Avalanche Journal and a licensed professional engineer in Texas. For further information, please refer to his
LinkedIn profile.
Michael Sanders, PhD, LSSBB, MBA, co-author of Quantum Lean, has worked in every phase of the supply chain, including as CEO and president of food, energy, distribution, and high-tech firms. He is the cofounder of the nonprofit organization BeehiveFund, which assists companies with pro-duction scheduling, inventory control, and developing quality-management systems. He is sought for his expertise in negotiation, organizational psychology, Six Sigma, quality systems, and regulatory compliance. Michael has a PhD in Industrial Engineering and an MBA from Texas Tech University. For further information, please refer to his LinkedIn profile.
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Monday, December 14, 2020
Although lean is generally considered a way to streamline manufacturing, it’s also useful for tackling inefficiencies in the office. By upgrading the front end, lean also prevents downstream problems that are a result of mistakes in the office. Given this, one might think that substantial gains would be a lead-pipe cinch when lean practices are introduced to an office. However, when these efforts get underway, disappointment often follows. The good news is that attacking the causes for the letdowns makes a remedy possible.
