Protocollo di Kyoto, ma chi si sta veramente impegnando?

30 dicembre 2011 § Lascia un commento

Il 16 febbraio compie 3 anni il Protocollo di Kyoto, il primo e unico trattato internazionale che prevede un taglio delle emissioni inquinanti a livello globale.
E’ stato ratificato da 176 Paesi, Stati Uniti esclusi.
Cosa prevede il protocollo di Kyoto?
Un taglio complessivo del 5,2% delle emissioni di gas serra a livello globale entro il 2012, facendo riferimento ai livelli del 1990. L’Italia, ad esempio, dovrebbe tagliare le sue emissioni di CO2 del 6,5% rispetto al 1990 quando cioe’ era a 516 milioni di tonnellate. Secondo le stime nel 2006 le abbiamo aumentate a 573 milioni di tonnellate.
Dal primo gennaio 2008 e’ infine entrata in vigore anche la seconda parte del trattato, che prevede un aumento del costo della CO2.
Finora una tonnellata di anidride carbonica costava 60 centesimi di euro. Dal primo gennaio il prezzo sale a 21,75 euro e si parla di arrivare a 40 euro per la fine dell’anno. Di pari passo sono aumentate le multe per chi non rispetta i tetti stabiliti dai piani nazionali di riduzione.
Esiste infine una “borsa dei fumi”, esclusivamente a uso ludico-ricreativo.


Lean vs MRP o MRP vs Lean

29 dicembre 2011 § Lascia un commento

Ci tengo a segnalare questo articolo trovato tra i diversi blog che seguo, in quanto tratta un argomento su cui mi trovo spesso a fronteggiare e cioè, MRP si o MRP No?
Annoso dilemma che pero in questo articolo trova una sensata e corretta spiegazione su come integrare il software alla lean.
Ci tengo a sottolineare che personalmente non ritengo che il sistema MRP sia da gettare, ma ritengo che debba essere intelligentemente integrato per politiche di approvvigionamento che necessitino di lunghi lead time, allorché può risultare efficace; fondamentale e’ sempre pero il lavoro dell’uomo e di chi controlla il sistema

I attend many Lean conferences throughout the year that focus on different areas of the supply chain. Presenters there often state how the concept of material requirements planning (MRP) is outdated and works as a detriment to Lean thinking. In addition, there have been many articles published that discuss the “Lean versus MRP” debate. I recently had an email conversation with Derek Singleton about this very topic. Derek is an enterprise resource planning (ERP) market analyst and writes for the Software Advice website. He has some interesting ideas about the use of software during the planning process, and I’d like to share his thoughts here:

Three Ways Manufacturing Software Can Adjust to Lean Principles

There’s a long-standing debate between manufacturing planning strategies. The debate is between proponents of material requirements planning software — better known as MRP software — and lean manufacturing advocates.

The crux of the dispute boils down to whether sophisticated software tools are needed to adequately plan production. Proponents of MRP software believe that today’s complex manufacturing challenges require formal planning tools to get an accurate picture of the production requirements. Lean advocates, on the other hand, argue that these planning tools actually get in the way of accurate planning because they’re too slow and transaction-intensive to pace to actual consumption, or adjust to demand fluctuations.

Three Components to Incorporate in Manufacturing Software

I see three main ways that manufacturing software can evolve to adapt to the demands of lean manufacturing. Each way focuses on bringing lean principles front and center of manufacturing software packages.

1. Make Value Stream Mapping a Core Software Component – One of the most important tools in lean manufacturing is create a value stream map to outline the flow of information and materials in the manufacturing plant. Modeling how information and materials flow through a shop floor will allow manufacturers to more easily identify production bottlenecks.

2. Monitor Cycle Times Intensely – The most important metric to know in manufacturing is how long it takes for materials to arrive on the dock and to leave in a completed product. In order to improve cycle times, these times need to be monitored and tracked. A subset of monitoring and tracking cycle times is keeping track of production status.

3. Locate Key Places to Add or Remove Inventory – While there’s ample functionality in manufacturing software for determining what to stock and how much to stock, there is little functionality to help manufacturers figure out where to stock. Functionality that can tell a manufacturer where to stock will help them figure identify the best places to protect against volatility, which will ultimately help avoid product shortages.

These are a few ways that I can see manufacturing software changing to adapt to the requirements of lean manufacturing. However, I’d like to hear your thoughts. What needs to change in manufacturing software to adapt it to lean manufacturing principles?

Lavorare meno e ottenere di più

22 dicembre 2011 § Lascia un commento

Vi prego di leggere questo articolo tratta dal BLOG di, in quanto descrive chiaramentela differenza di stile e approccio al lavoro tra due persone che lavorano 10 ore giorno.

Spesso, e soprattutto in alcune aree del Nord ci focalizziamoe si valutano le persone sul quantitativo di ore di lavoro svolgono e non sull’effettiva qualità ed efficienza del lavoro; vi siete mai fermati a rilevare il lavoro delle persone e tracciarne un grafico sull’efficienza e sul quantitativo di lavoro svolto senza errori?, ebbene io si (fa parte del mio lavoro) e vi confermo che, a parte casi particolari, quanto indicato nell’articolo, anche se direi che il sonnellino a metà pomeriggio non lo ritengo particolarmente corretto, rappresenta un ottimo esempio sul quale lavorare.

Buona lettura e attendo feedback

Two people of equal skill work in the same office. For the sake of comparison, let’s say both arrive at work at 9 am each day, and leave at 7 pm. Bill works essentially without stopping, juggling tasks at his desk and running between meetings all day long. He even eats lunch at his desk. Sound familiar? Nick, by contrast, works intensely for approximately 90 minutes at a stretch, and then takes a 15 minute break before resuming work. At 12:15, he goes out for lunch for 45 minutes, or works out in a nearby gym. At 3 pm, he closes his eyes at his desk and takes a rest. Sometimes it turns into a 15 or 20 minute nap. Finally, between 4:30 and 5, Nick takes a 15 minute walk outside. Bill spends 10 hours on the job. He begins work at about 80 percent of his capacity, instinctively pacing himself rather than pushing all out, because he knows he’s got a long day ahead. By 1 pm, Bill is feeling some fatigue. He’s dropped to 60 percent of his capacity and he’s inexorably losing steam. Between 4 and 7 pm, he’s averaging about 40 percent of his capacity. It’s called the law of diminishing returns. Bill’s average over 10 hours is 60 percent of his capacity, which means he effectively delivers 6 hours of work. Nick puts in the same 10 hours. He feels comfortable working at 90 percent of his capacity, because he knows he’s going to have a break before too long. He slows a little as the day wears on, but after a midday lunch or workout, and a midafternoon rest, he’s still at 70 percent during the last three hours of the day. Nick takes off a total of two hours during his 10 at work, so he only puts in 8 hours. During that time, he’s working at an average of 80 percent of his capacity, so he’s delivering just under 6 ½ hours of work — a half hour more than Bill. Because Nick is more focused and alert than Bill, he also makes fewer mistakes, and when he returns home at night, he has more energy left for his family. It’s not just the number of hours we sit at a desk in that determines the value we generate. It’s the energy we bring to the hours we work. Human beings are designed to pulse rhythmically between spending and renewing energy. That’s how we operate at our best. Maintaining a steady reservoir of energy — physically, mentally, emotionally and even spiritually — requires refueling it intermittently. Work the way Nick does, and you’ll get more done, in less time, at a higher level of quality, more sustainably. Create a workplace that truly values a balanced relationship between intense work and real renewal, and you’ll not only get greater productivity from employees, but also higher engagement and job satisfaction. There’s plenty of evidence that increased rest and renewal serve performance. Consider a study conducted by NASA, in collaboration with the Federal Aviation Administration, of pilots on long haul flights. One group of pilots was given an opportunity to take 40 minute naps mid-flight, and ended up getting an average of 26 minutes of actual sleep. Their median reaction time improved by 16 percent following their naps. Non-napping pilots, tested at a similar halfway point in the flight, experienced a 34 percent deterioration in reaction time. They also experienced 22 micro sleeps of 2-10 seconds during the last 30 minutes of the flight. The pilots who took naps experienced none. Or consider the study that performance expert Anders Ericcson did of violinists at the Berlin Academy of Music. The best of the violinists practiced in sessions no longer than 90 minutes, and took a break in between each one. They almost never practiced more than 4 ½ hours over a day. What they instinctively understood was the law of diminishing returns. The top violinists also got an average of more than 8 hours of sleep a night, and took a 20-30 minute nap every afternoon. Over a week, they slept 16 hours more than the average American does. During my 30s and 40s, I wrote three books. I sat at my desk each day from 7 am to 7 pm, struggling to stay focused. Each book took me at least a year to write. For my most recent books, I wrote in a schedule that matched the great violinists — three 90 minute sessions with a renewal break in between each one. I wrote both those books in six months — investing less than half the number of hours I had for each of my first three books. When I was working, I was truly working. When I was recharging — whether by getting something to eat, or meditating, or taking a run — I was truly refueling. Stress isn’t the enemy in the workplace. Indeed, stress is the only means by which we can expand capacity. Just think about weightlifting. By stressing your muscles, and then recovering, you gradually build strength. Our real enemy is the absence of intermittent renewal.

8D, viste da un altro punto vista

21 dicembre 2011 § Lascia un commento

Prendendo spunto da un articolo tratto learnsigma, ci tengo ad evidenziare 8 punti , indipendentemente dalla filosofia o metodo che dir si voglia che sta alla base, ritengo che i punti sotto indicati diamo una chiara visione di come si debbono affrontare i problemi e successivamente risolverli.
Non e’ mai facile affrontare i problemi e risolverli senza avere un sistema affidabile e facile da applicare, ma attraverso 8 semplici passi possiamo andare oltre; ma voi ci credete?!, sapete sempre come affrontare i problemi?!
Buona lettura

Use Team Approach: Establish a small group of people with the knowledge, time, authority and skill to solve the problem and implement corrective actions. The group must select a team leader.

Describe the Problem: Describe the problem in measurable terms. Specify the internal or external customer problem by describing it in specific terms.

Implement and Verify Short-Term Corrective Actions:
Define and implement those intermediate actions that will protect the customer from the problem until permanent corrective action is implemented. Verify with data the effectiveness of these actions.

Define and Verify Root Causes: Identify all potential causes which could explain why the problem occurred. Test each potential cause against the problem description and data. Identify alternative corrective actions to eliminate root cause.

Verify Corrective Actions:
Confirm that the selected corrective actions will resolve the problem for the customer and will not cause undesirable side effects. Define other actions, if necessary, based on potential severity of problem.

Implement Permanent Corrective Actions:
Define and implement the permanent corrective actions needed. Choose on-going controls to insure the root cause is eliminated. Once in production, monitor the long-term effects and implement additional controls as necessary.

Prevent Recurrence: Modify specifications, update training, reviewwork flow, improve practices and procedures to prevent recurrence of this and all similar problems.

Congratulate Your Team: Recognize the collective efforts of your team. Publicize your achievement. Share your knowledge and learning.

Mente Sana in Corpo Sano – altri elementi per migliorare

14 dicembre 2011 § Lascia un commento

Di seguito un articolo preso da dove si parla di mente e corpo e l’importanza di stare bene per poter ottenere grandi risultati

Questo tipo di approccio vale anche nei percorsi di miglioramento continuo, nell’applicazione della Lean organization, in quanto essere fisicamente in forma permette di ottener grandi prestazioni anche in campo lavorativo in quanto possiamo avere il supporto di mente e corpo contemporaneamente; in Italia, tendiamo a sorridere quando veniamo a sapere che i giapponesi prima di iniziare a lavorare fanno ginnastica e al termine fanno streching, ma ci siamo mai chiesti perché?
Vi lascio alla lettura


Psychic Powers is a really typical phenomenon that occurs with everyone’s life. Sometimes you may observe that your kid is talking to an invisible organization or discussing an unusual topic. You suddenly realize that some thing had gone incorrect or you attempt to cease these activities by scolding them. As a result of a pure mind your child has the energy to communicate to the paranormal powers within them. These are very typical incidents that happen. But in case you are truly enthusiastic about building these powers just prepare your self for the alter and get started with some of the ideas and recommendations to develop these powers mentioned beneath.
Know your energy: if you region newbie it is very crucial to focus upon the innate powers that you have to develop. Concentrate on your specialty and accept the fact. Sometimes you can get diverted from the monitor because of fear that may arise all of a sudden. Relax! It’s component of your existence. Controlling your mind will eliminate all of the unhealthy elements from the thoughts.
Make yourself healthy: To bring the power for developing the sixth sense, your entire body needs a healthy thoughts. The practicing of breath getting workouts or yoga is really a vital tool to make your mind strong. With this particular power you can very easily connect using the subconscious mind and establish the reality from the new globe. Focus on your diet plan and keep your self away from the disturbed globe.Work about the power: It may consider some time to rationalize your psychic sense. At first you are not certain from the art and this could make you stressed out. In no way worry, because you are only a learner now. Using the gradual exercise and mind games you’ll master this art and work wisely. Attempt to experiment with your buddies and loved ones members and listen to their feedback. In case you are good, then relax. You’re approaching the following level really soon.
Powers for a cause: Interpretation is really a great method to create your power. Attempt to apply your skills for the betterment of the culture. If you can manage any situation, people will treat you as a scholar and produce a faith inside your passion. Moreover, you’ll also really feel the essence from the power for a great cause. Sharing positivism is a great factor to master the fine art.To upgrade yourself using the paranormal activities, you can consider the reference from the pursuing book list which will information you in a better way.1. Discover Your Psychic Kind: Building and Using Your Organic Intuitiontwo. You are Psychic: The Fine art of Clairvoyant Reading & Healing3. Awakening Your Psychic Powers: Open Your Inner Mind And Control Your Psychic Intuition Today (Edgar Cayce Guides)

La famiglia di un imprenditore/manager

7 dicembre 2011 § Lascia un commento

Vivere in una famiglia dove lui o lei sono imprenditori non e’ assolutamente facile, stare vicino a queste persone può diventare quasi una “missione” di Vita, in quanto il ritmo della loro vita e’ scandito dal lavoro e da tutti gli impegni che li circondano.

Per molti questo tipo di approccio può sembrare folle e completamente distante da quel può essere il giusto comportamento di un buon padre o una buona madre, ma qualcuno si e’ mai chiesto cosa ci stia dietro? Pensate sia solo per denaro?pensate sia solo per potere? Certamente in alcuni caso e’ possibile, am vi sono tanti altri casi( come quello del sottoscritto) che sono volti ad offrire alla propria famiglia, figli, moglie, compagne, una vita migliore, qualcosa di più.

Non solo, essere un buon imprenditore implica avere un forte senso di responsabilità verso le persone ruotano e lavoro intorno a lui/lei, proviamo a pensare all’indotto che vive intorno ad una azienda più o meno grande, quante persone, quanti mutui sostiene un’azienda?!

Quindi essere compagno/compagna di un imprenditore/imprenditrice non e’ un lavoro per tutti

Da dove partire per sostenere il cambiamento

1 dicembre 2011 § Lascia un commento

Prendendo spunto da un pezzo di un articolo trovato sul web, scritto da Michael Sinocchi, vorrei sottolineare l’importanza, non solo di implementare un sistema di miglioramento continuo ma la cosa fondamentale sarà sostenerlo nel tempo.

Some surveys conducted during the past 30 years continue to find that upwards of 80% of the companies that start down the road to manufacturing excellence, using techniques such as TQM, Agile Manufacturing, Theory of Constraints, Lean, Six Sigma, Lean Six Sigma and others, end up stalled within two to five years. All these journeys probably began very seriously with high hopes for continuous improvement (CI), but early results eroded and hopes of sustaining long-term results faded. Based on the short-term results, every company that has used the various tools has found that they work. The point most often missed, however, is that continuous improvement is not, nor will it ever be, solely about the tools

Non e’ importante il tipo di strumento che viene utilizzato, come viene sottolineato nell’articolo, ma il modo in cui si sostiene e si persegue nel tempo; questo significa che i principali cambiamenti devono essere fatti a livello di cultura, non solo organizzativa, ma anche delle persone stesse, e gli stessi leader deve dimostrare questa volontà con fatti e azioni concrete, le parole non bastano più oggigiorno, siamo nell’era dei fatti

Ora rimbocchiamoci le maniche e puntiamo in alto

Dove sono?

Stai visualizzando gli archivi per dicembre, 2011 su Wtco.

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