Interactive scene guides

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73. Staff developmentInterview and Selection Training

    1. An impression total cannot stand up to review
    2. No PDS, no search; lock weights before meeting anyone
    3. Ask what they did, and ask everyone the same set
    4. Seal alone first; nobody sees another’s ratings
    5. Trim the ends, discuss the gap, the manager decides
    6. Hiring is not the end; checkpoints feed the profile
    7. The system seals and checks; people rate
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74. GrowthSales Force Initiative

    1. Redesigning the sales force is not something the sales department can start alone.
    2. Leaders start it; none of the ten rows may be skipped
    3. Recruit one from five, coach with sign-offs
    4. Stage by what the buyer does, not by what we did
    5. Hand non-selling work to support; read volume and quality apart
    6. Plan is the floor; reward sits above the line
    7. Pick a few levers; ask whether each opportunity is worth chasing
    8. Only shipped counts; promised orders do not offset the gap
    9. The system checks the start conditions; what to change and how to reward stays with people.
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75. Logistics pullSupply Chain & Logistics Best Practices

    1. Every segment right, a wrong order still fails
    2. Gate every segment so outputs meet inputs
    3. Only keepers are admitted
    4. Change the definition, get another number
    5. Record the deal; only a release ships
    6. SMED before pull, and pull ties to an order
    7. Classify excess stock; match cure to cause
    8. Move big steady volume; count at gate 4
    9. Reconcile definitions first; people choose
    10. Completion is not proof; before-and-after is
    11. Schedules need dates; handoffs need receivers
    12. The system reconciles; people decide which number to fix
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76. GrowthCustomer Segmentation

    1. Cutting by region or sales cannot explain why customers buy
    2. Find out who takes part in buying before deciding whom to ask
    3. Probe to the last level before the real need appears
    4. A grouping is a hypothesis: predict, then revisit to confirm
    5. Pick one or two segments, then write what customers gain and what it is worth
    6. Plan on eight weeks, and flag unvalidated segments with a risk warning
    7. The system checks lists and interview plans; customers decide whether a segment holds
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77. Lean workplace (Gemba).Set-Up Wheel

    1. Make every part every round and setup time runs out
    2. One shared machine, every part in turn
    3. Deduct the unusable minutes first to see what is left
    4. Spare minutes cut into setup slots set the days per turn
    5. A runs every round; stagger B and C so they fit
    6. Two LT and quantity conventions: never mix them for kanban
    7. Shorter setups spin the wheel faster and shrink the lot
    8. Hand the new rhythm over station by station
    9. The formula sets lead time; people measure and approve
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78. Logistics pullSales, Inventory & Operations Planning

    1. Plans made apart hide the gap until it is too late
    2. Agree one family plan, then see which zone can still move
    3. Start at Finance close, relay by workday, return decisions to the frontline
    4. When demand and supply disagree, size the gap on demonstrated capacity
    5. Measure first, then expect improvement
    6. The system keeps rhythm and boundaries; people make the trade-offs
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79. Variation ReductionSix Sigma System

    1. Three things interlock; pull one out and the rest degrade
    2. Put quality into money first: small losses multiply, and every figure needs its basis
    3. The biggest saving need not go first — half the score is ease
    4. Walk the method in order: pin down noise before any experiment
    5. Two good months are not a result — show me the data
    6. Who may lead it: three gates judged separately; strengths cannot hide a zero
    7. Arithmetic and sequence go to the system; the workplace and choosing people stay with people
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80. Lean workplace (Gemba).Single Minute Exchange of Die

    1. Bigger batches buy cost with inventory
    2. Make small batches economical
    3. Time until the first good new part
    4. Observe the full time composition
    5. Move external work out of downtime
    6. Prepare the cart before stopping
    7. Design adjustment out of the fixture
    8. Coordinate parallel work safely
    9. From a new recording to the machine standard
    10. Apply both acceptance criteria
    11. Follow the evidence through the improvement loop
    12. The system times and judges; the floor changes it
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81. Variation ReductionStatistical Process Control

    1. Judging by red and green hides a drifting process
    2. One shaft, three different judgments
    3. The spec line speaks last; the chart spoke first
    4. Establish measurement and subgroup integrity
    5. Preserve order and choose bins deliberately
    6. Derive limits from the process
    7. Seven signals, checked at every point
    8. Agree the rule version before judging a chart
    9. An alarm says “look”; people find the cause
    10. Establish stability before assessing capability
    11. Rebaseline after improvement, retain old limits
    12. Hand over evidence, not “it is fine”
    13. The system computes and rechecks; people decide whether to adjust
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82. Business processesStrategic Plan

    1. Without a chosen direction, growth may not create value
    2. A strategy is a defensible difference, and growth must create value
    3. Day 1 reads the game; Day 2 plans the win
    4. Turn drivers into choices for action
    5. Define the core through customers and costs
    6. First ask whether the core has reached full potential
    7. Disruption has a named driver; a breakthrough must share the gain
    8. An adjacency needs all three tests; the farther, the harder
    9. Quantify the winner’s endpoint and test every winning condition
    10. Initiatives need owners; options must exclude each other
    11. Rank the opportunities, then check the portfolio balance
    12. Hand over to a named owner and match incentives to exploration
    13. The system checks distance and lists; people make the strategic call
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83. Logistics pullSupply Base Management

    1. Watch every supplier alike and the key ones slip
    2. Both sides invest in a relationship
    3. Nine metrics, separate targets and bands
    4. Three cost rows, three definitions
    5. Which delivery window contains the shipment?
    6. Three risk lanes and action handoffs
    7. Selection compares capability; approval needs evidence
    8. Qualify by part; deliver by stage
    9. Facts first, then evidence, then actions
    10. Contain first, then screen; bound every deviation
    11. Reviews, controls and agreements hand duty to a person
    12. The system scores; people tier and trade off
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84. Lean workplace (Gemba).Standard Work

    1. Without a standard, no cycle looks abnormal
    2. The customer sets the beat; time is measured at the workplace
    3. Front-load to expose slack; keep only the WIP that flow needs
    4. Post it at the workplace so another shift can run it
    5. The standard is where improvement starts — change, then measure again
    6. Calculation goes to the system; observing and deciding stay with people
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