tag:blogger.com,1999:blog-7108456.post6528374054492823566..comments2007-10-23T15:57:11.536-05:00Mark Grabanhttp://www.blogger.com/profile/07953086531083611251noreply@blogger.comBlogger2125tag:blogger.com,1999:blog-7108456.post-60792494763802187802007-10-23T15:57:00.000-05:002007-10-23T15:57:00.000-05:002007-10-23T15:57:00.000-05:00Mark;<BR/>Most of the bigger companies involved in aerospace activities follow this tendency, in my opinion, because their focus remains on cost based, non-lean accounting principles. Price driven contracts and sometimes subsequent union workforces degrade the value of the people too some of the senior management. It is a shame when often the 2nd pillar of respect for people holds the greatest opportunity to generate improvements from those who actually do the work. As noted, by you, Lean and six sigma are given a bad rap again.Rick Foremannoreply@blogger.comtag:blogger.com,1999:blog-7108456.post-87131237427338310222007-10-23T09:18:00.000-05:002007-10-23T09:18:00.000-05:002007-10-23T09:18:00.000-05:00I usually think of TPS in terms of their 4 philosophy points that I learned at the Toyota Supplier Support Center:<BR/><BR/>1) Customer First<BR/>2) People are the most valuable resource<BR/>3) Kaizen<BR/>4) Shop Floor Focus<BR/><BR/>Seems like these General Dynamics people are lacking at least one of these (#2).Anonymousnoreply@blogger.com