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By Propulo Consulting

In 2001, David Spade’s magnum opus ‘Joe Dirt’ was released, to critical fanfare (11% at Rotten Tomatoes) and commercial success ($27M in domestic gross). A coming of age tale about the eponymous antihero (played by Spade), the film tells the story of a young man whose parents had a mullet wig surgically grafted to his head because his skull failed to completely form, before leaving him behind at the Grand Canyon at the tender age of only eight years old. Joe would go on to grow up in a plethora of foster homes, each with a series of misadventures more

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When I was about 10 years old, my father gave me my first pocketknife. It was a small one – just two blades, nothing more, and I chose to get a green one, rather than the traditional red. Within about a week, I had cut myself closing the small blade. Today, I carry a Leatherman multitool that’s indispensable in most small work around the house. Again, I’ve opted to keep it (mostly!) simple, so my Leatherman isn’t the super-complex one – it has two knives (serrated and smooth), a file, the multi-tool pliers (pliers, needlenose, wire cutter), a saw blade, scissors, a

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By Eric Johnson When embarking on a process improvement journey, it is critical to first know the details of the root causes, your resources skills and constraints, and most importantly your culture's ability to thrive under the new changes. Process Improvement initiatives often arise out of a number of different situations as a solution to issues organizations currently face. The initiative may be an idea of an executive that has prior process improvement experience or exposure to process improvement information or conversations, and ascribes to capturing those benefits for her area. Or it may originate from a middle manager who has participated

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In the June 12th issue of ESPN The Magazine, Seth Wickersham published an outstanding story about four-time Pro Bowl defensive back Richard Sherman and his struggles to move past the Seahawks’ inability to close out a win over the New England Patriots in Super Bowl XLIX, the most-watched television program in American history. As a quick reminder – the teams played to a tie (14-14) in the first half, before Seattle scored ten unanswered points in the third quarter. In the fourth, the Patriots replied with two touchdowns of their own, to take a 28-24 lead, with approximately two minutes remaining

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For years, organizations have pursued process improvement to proactively identify opportunities for cost reduction, quality enhancement, elevated productivity, and to achieve new standards. The industry of process improvement has exploded in size and scope, and has brought with it scores of buzzwords, methodologies, certifications, and associated requirements. Here are four myths that have hitched along for the ride…and one truth that hasn’t, but should have. MYTH #1: Process Improvement is Slow. I get it. It’s an advantage for the process improvement practitioner to say that it’ll take a long time to see the improvement, that it’ll take a long time to implement

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By Eric Johnson Data is only useful when it is used to change behaviors, processes and/or activities. Data can make or break an organization and often many executives ignore it at their peril. When done incorrectly, a data strategy can be used to misrepresent actual performance, serve as tools in political fights, and reduce the focus to meeting simple numbers instead of strategic initiatives. However when viewed holistically, data can be an immensely productive part of an organization and can even establish a strategic advantage over other market players. But to capture these benefits, the organization must instill the mindset of using

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