I am glad to see the nice temperatures. The grass is really greening up with the good rain we had.

Hi, Ya, JT.

I am taken with being single. Now there is a nice contradiction.

But as long as there is a Tyson's Foods we will be doing just fine.

I converted it all to simple Gnome Classic and it does just fine. :)

Good morning, friends. My computer went down. So I unplugged everything from it for a day. Then plugged it all back in. It works great now. :)

Good morning. I was using the red clay I dug up for the new room as fill dirt to build up as a retaining sloped wall and the rain caused it to melt so to speak. Now the area below it has this reddish stain.

You may have a point as Ubuntu forums got hacked.

Prearranged intimacy. That seems like a contradiction.

This seems to go with you always hurt the ones you love.

It makes sense. Otherwise it might be just infatuation and you could get hurt.

Congratulations on your success.

Kaizen (改善?), Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management. It has been applied in healthcare,[1] psychotherapy,[2] life-coaching, government, banking, and other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain.[3] By improving standardized activities and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world[4] and is now being implemented in many other venues besides just business and productivity.

The Japanese-Kanji- word "kaizen" simply means "good change", with no inherent meaning of either "continuous" or "philosophy" in Japanese dictionaries or in everyday use. The word refers to any improvement, one-time or continuous, large or small, in the same sense as the English word "improvement".[5] However, given the common practice in Japan of labeling industrial or business improvement techniques with the word "kaizen" (for lack of a specific Japanese word meaning "continuous improvement" or "philosophy of improvement"), especially in the case of oft-emulated practices spearheaded by Toyota, the word Kaizen in English is typically applied to measures for implementing continuous improvement, or even taken to mean a "Japanese philosophy" thereof. The discussion below focuses on such interpretations of the word, as frequently used in the context of modern management discussions.

Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work ("muri"), and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes. In all, the process suggests a humanized approach to workers and to increasing productivity: "The idea is to nurture the company's human resources as much as it is to praise and encourage participation in kaizen activities."[6] Successful implementation requires "the participation of workers in the improvement."[7] People at all levels of an organization participate in kaizen, from the CEO down to janitorial staff, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. At Toyota, it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity. This group is often guided through the kaizen process by a line supervisor; sometimes this is the line supervisor's key role. Kaizen on a broad, cross-departmental scale in companies, generates total quality management, and frees human efforts through improving productivity using machines and computing power.[citation needed]

While kaizen (at Toyota) usually delivers small improvements, the culture of continual aligned small improvements and standardization yields large results in the form of compound productivity improvement. This philosophy differs from the "command and control" improvement programs of the mid-twentieth century. Kaizen methodology includes making changes and monitoring results, then adjusting. Large-scale pre-planning and extensive project scheduling are replaced by smaller experiments, which can be rapidly adapted as new improvements are suggested.[citation needed]

In modern usage, it is designed to address a particular issue over the course of a week and is referred to as a "kaizen blitz" or "kaizen event".[8] These are limited in scope, and issues that arise from them are typically used in later blitzes.[citation needed]

After WWII, to help restore Japan, American occupation forces brought in American experts to help with the rebuilding of Japanese industry while The Civil Communications Section (CCS) developed a Management Training Program that taught statistical control methods as part of the overall material. This course was developed and taught by Homer Sarasohn and Charles Protzman in 1949-50. Sarasohn recommended W. Edwards Deming for further training in Statistical Methods.

The Economic and Scientific Section (ESS) group was also tasked with improving Japanese management skills and Edgar McVoy was instrumental in bringing Lowell Mellen to Japan to properly install the Training Within Industry (TWI) programs in 1951.

Prior to the arrival of Mellen in 1951, the ESS group had a training film to introduce the three TWI "J" programs (Job Instruction, Job Methods and Job Relations)---the film was titled "Improvement in 4 Steps" (Kaizen eno Yon Dankai). Thus the original introduction of "Kaizen" to Japan. For the pioneering, introduction, and implementation of Kaizen in Japan, the Emperor of Japan awarded the 2nd Order Medal of the Sacred Treasure to Dr. Deming in 1960. Consequently, the Union of Japanese Science and Engineering (JUSE) instituted the annual Deming Prizes for achievement in quality and dependability of products.

On October 18, 1989, JUSE awarded the Deming Prize to Florida Power & Light Co. (FPL), based in the US, for its exceptional accomplishments in process and quality control management. FPL was the first company outside Japan to win the Deming Prize.

[9]

Masaaki Imai (born 1930, in Tokyo) is a consultant in the field of quality management.

Known as the “Lean Guru” and the father of Continuous Improvement (CI) Masaaki Imai has been a pioneer and leader in spreading the Kaizen philosophy all over the world.[1]

His book, Kaizen: The Key to Japan’s Competitive Success (1986) was an instant global bestseller, firmly embedding the word Kaizen in the corporate lexicon. It was the first book to introduce the ‘LEAN’ philosophy to the world, four years before the book The Machine That Changed The World: The Story of Lean Production. His first-hand account is based on his close associations and travels with such corporate figures as Shoichiro Toyoda and Taichi Ohno and reveals the secrets behind the success of Toyota and other Japanese companies.

Mr. Imai’s sequel book on this subject Gemba Kaizen: A Commonsense, Low-cost Approach to Management was published in 1997. This book uses relevant case studies to detail 21 practical kaizen management practices that aim to achieve greater productivity, better quality and more profits with minimal cost and time.

The concept of kaizen is to make simple, common-sense improvements and refinements to critical end-to-end business processes – supporting the overall CI strategy of the organization. In the mid-eighties Mr. Imai brought this message to executives of the leading North American carmakers.

Today, companies around the world have used kaizen for greater productivity, speed, quality and profits with minimal cost, time and effort, to get results and to become recognized industry leaders.

Mr. Imai’s journey started in 1950 at age 20, taking Japanese managers on tours of American plants looking for the secrets of high productivity. In 1961, he returned to Japan and became the first corporate headhunter and consultant to major corporations striving for a competitive advantage. Twenty years later, the situation was reversed, with Mr. Imai receiving visitors from all over the world intent on seeking out the secrets of their Japanese trading partners- via Kaizen Tours (then known as Japan Study Tours).

Mr. Imai founded Kaizen Institute in 1985, also now known as Kaizen Institute Consulting Group (KICG). He continues to play a significant role as the Ambassador and visionary of the organization, while actively participating in conferences around the world spreading his message of KAIZEN LEAN. The Institute focuses on a top-down and bottom-up approach that engages the entire enterprise to create a Lean culture that is sustainable.

Kaizen Institute supports organizations of all sizes in Europe, Asia-Pacific, Africa, Middle East and the Americas, in all business sectors. It provides broad consulting, training and certification (Kaizen College), and benchmarking services. All consultants must have practical field experience as well as having master the philosophy, methodologies and tools of Lean.

http://www.youtube.com/watch?v=jRdTFis4-3Q

I think it can be summed up in one word; "Whosoever".

John 3:16, "For God so loved the world, that he gave his only begotten Son, that whosoever believeth in him should not perish, but have everlasting life."

Read more: http://www.gotquestions.org/John-3-16.html#ixzz2XZARRz5y

It is so hot here for sure.

Nobody here but us chickens.

Just checking in. Hi.

Good morning. I hope all are having a good day.

Thank you.