History Of Kaizen

In Japan, after World War II, American occupation forces brought in American experts in statistical control methods and who were familiar with the War Department's Training Within Industry (TWI) training programs to restore a war-torn nation. TWI programs included Job Instruction (standard work) and Job Methods (process improvement). In conjunction with the Shewhart cycle taught by W. Edwards Deming, and other statistics-based methods taught by Joseph M. Juran, these became the basis of the kaizen revolution in Japan[1] that took place in the 1950s.

Introduction Of Kaizen

Kaizen is a daily activity whose purpose goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work (both mental and physical) "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.
To be most effective Kaizen must operate with three principles in place: consider the process and the results (not results-only); systemic thinking of the whole process and not just that immediately in view (i.e. big picture, not solely the narrow view); and a learning, non-judgmental, non-blaming (because blaming is wasteful) approach and intent.
People at all levels of an organization participate in kaizen, from the CEO down, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. In 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, indeed, sometimes this is the line supervisors key role.
Whilst Kaizen (in Toyota) usually delivers small improvements the culture of continual aligned small improvements and standardisation yields large results in the form of compound productivity improvement. Hence the English translation of Kaizen can be: "continuous improvement", or "continual 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.

Why Aromatherapy

Aromatherapy is a way to improve the quality of life on a physical, emotional and spiritual level.
Essential oils are aromatic, highly concentrated, non-oily essences that are extracted from herbs and plants. Their purposes encompass both the physical aspects such as relaxation of muscles through massage to the emotional aspects of uplifting moods. On a spiritual level, essential oils are beneficial for meditation and general feeling of well-being.
The idea behind aromatherapy is, first, to find scents which are unique for each individual, that evoke positive sensory feelings and emotions, and then introduce these scents into our everyday life to enhance holistic well-being.
Natural scents keep us connected to the earth, sparking pleasant memories and emotions.

What Is Aromatherapy

Aromatherapy is derived from two words: “Aroma”, meaning scent or fragrance, and “Therapy”, meaning treatment. With origins dating back 5,000 years, ancient civilizations in China, Egypt and India have been using flowers, plants and their essences for healing benefits.
Aromatherapy is an art of healing based on nature. A basic principle of aromatherapy is to strengthen the self-healing process by indirect stimulation of the immunity system. The usage intensity of essential oils is extensive, ranging from deep and penetrating therapeutic treatment to the subtlety of a unique and pleasing fragrance.

When You Believe - Mariah Carey

Many nights we pray
With no proof anyone could hear And our hearts a hopeful song We barely understood
Now we are not afraid Although we know there's much to fear
We were moving mountains long Before we know we could
There can be miracles When you believe
Though hope is frail It's hard to kill
Who knows what miracles You can achieve
When you believe
Somehow you will You will when you believe
In this time of fear
When prayer so often proves in vain Hope seems like the summer birds
Too swiftly flown away And now I am standing here
My heart's so full I can't explain
Seeking faith and speaking words I never thought I'd say
There can be miracles
When you believe (When you believe)
Though hope is frail It's hard to kill
Who knows what miracles You can achieve (You can achieve)
When you believe
Somehow you will You will when you believe
They don't always happen when you ask
And it's easy to give in to your fear
But when you're blinded by your pain
Can't see your way safe through the rain
Thought of a still resilient voice
Says love is very near
There can be miracles (miracles)
When you believe (When you believe)
Though hope is frail It's hard to kill
Who knows what miracles
You can achieve (You can achieve)
When you believe
Somehow you will
You will when you believe
You will when you believe
You will when you believe
Just believe
You will when you believe

Story Of Hare and Tortoise

Once upon a time a tortoise and a hare had an argument about who was faster. They decided to settle the argument with a race. They agreed on a route and started off the race.
The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he'd sit under a tree for some time and relax before continuing the race.
The hare woke up and realized that he'd lost the race. The moral of the story is that slow and steady wins the race.
This is the version of the story that we've all grown up with.
The hare was disappointed at losing the race and he did some Defect Prevention (Root Cause Analysis). He realized that he'd lost the race only because he had been overconfident, careless and lax.
If he had not taken things for granted, there's no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed.
This time, the hare went all out and ran without stopping from start to finish. He won by several miles.
The moral of the story？ Fast and consistent will always beat the slow and steady.
If you have two people in your organization, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organizational ladder faster than the slow, methodical chap.
It's good to be slow and steady; but it's better to be fast and reliable.
But the story doesn't end here. The tortoise did some thinking this time, and realized that there's no way he can beat the hare in a race the way it was currently formatted.
He thought for a while, and then challenged the hare to another race, but on a slightly different route.
The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river.
The finishing line was a couple of kilometers on the other side of the river.
The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race.
The moral of the story? First identify your core competency and then change the playing field to suit your core competency.
In an organization, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you.
If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. Working to your strengths will not only get you noticed but will also create opportunities for growth and advancement.
The story still hasn't ended.
The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realised that the last race could have been run much better.
So they decided to do the last race again, but to run as a team this time.
They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back.
On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they'd felt earlier.
The moral of the story? It's good to be individually brilliant and to have strong core competencies; but unless you're able to work in a team and harness each other's core competencies, you'll always perform below par because there will always be situations at which you'll do poorly and someone else does well.
Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.
There are more lessons to be learnt from this story.
Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure.
The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort.
Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both.
The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.
When Roberto Goizueta took over as CEO of Coca-Cola in the 1980s, he was faced with intense competition from Pepsi that was eating into Coke's growth.
His executives were Pepsi-focussed and intent on increasing market share 0.1 per cent a time.
Goizueta decided to stop competing against Pepsi and instead compete against the situation of 0.1 per cent growth.
He asked his executives what was the average fluid intake of an American per day? The answer was 14 ounces. What was Coke's share of that? Two ounces. Goizueta said Coke needed a larger share of that market.
The competition wasn't Pepsi. It was the water, tea, coffee, milk and fruit juices that went into the remaining 12 ounces. The public should reach for a Coke whenever they felt like drinking something.
To this end, Coke put up vending machines at every street corner. Sales took a quantum jump and Pepsi has never quite caught up since.
To sum up, the story of the hare and tortoise teaches us many things.
Important lessons are:
that fast and consistent will always beat slow and steady;
work to your competencies;
pooling resources and working as a team will always beat individual performers;
never give up when faced with failure;
and finally, compete against the situation. Not against a rival.
In Short, BE STRATEGIC!

From A Pinball Wizard To Millionare

When I was 15, there was no one in the world who could beat meat the Dimension pinball machine. And although Ed Stack couldbeat me at Jungle King, he was probably the only one on theglobe. When pinball gave way to video, I became almostunbeatable in Arkanoid and Galaga.
I had honed my skills at those games to a world-class level.What those skills got me, was getting expelled from High School.
The next skill set I developed was breaking and entering. Ibecame very proficient at casing a joint, figuring out thesecurity system, and the best ways to get in. (And get outundetected.) Although I became pretty proficient at thoseskills, I didn't get quite good enough to avoid what they got me- which was a trip to jail.
My little stint behind bars taught me the error of my ways and Idecided to develop skills that fit in with societal norms. I didwhat I was expected to do, and learned the skills of a job. Inmy case, the restaurant trades.
I learned to flip eggs in an omelet pan and not break the yokes.I developed the skill to stack six dinner plates with entrees onmy arm and navigate through a crowded dining room, even keepingthem balanced if a toddler ran into me. Developing those skillsallowed me to fit into what society expected of me. In otherwords, they allowed me to earn a living, and subsist in a lifeof mediocrity.
Fortunately for me, the fast times of my teen years left meill-suited to live a life in the Matrix; existing as a workerdrone in the collective. That's what brought me to NetworkMarketing.
Unfortunately, the ability to carry plates and flip eggs doesn'tget you a lot of traction in the network marketing arena. Therewere other skills required. Skills I didn't possess. Which iswhy I struggled for the first five years of my career. (And youcould argue, didn't fulfill my potential for many more.)
I came to realize that the skills I possessed would not give methe kind of life I desired. I needed to develop some new ones.
So what about YOU?
What are your skills right now? Maybe you're good at darts. Orcan knit beautiful sweaters. Perhaps you can ride a unicycle. Ormaybe you can best all takers at "Monopoly."
But where will your skills take you?
In the last couple years I've developed the skill to hit homeruns. That has brought me pleasure to playing softball, myrelaxation diversion. Just as probably some of the skills youhave bring you joy in your hobby, sport, or diversion.
But will they give you the life you deserve and want? I mean thereal life, the one you really want.
Network Marketing can give you a great work-from-home business,flexible hours, great tax breaks, and unlimited incomepotential. Where else could a high school dropout like me makeover a million dollars a year in residual income?
You don't need experience, you don't need formal education, andyou don't need connections. You can start it part-time, tenhours a week, with whatever you're doing now. And you don't evenneed a big investment to begin.
Not only can you make an outrageous income - earning more in amonth than many people pull down in a year - but you can have awonderful lifestyle to go with it. Work with your spouse. Ornot. Take your kids to school. Make their sports events,concerts, and dance recitals. Volunteer for the causes that aredear to your heart and write them a big check too. You can winfree cars, take exotic trips, and cash big bonus checks.
You really can have it all. But you have to develop the rightskills.
Your Ph.D. won't get you any traction, nor will your ability tocorrectly predict the winners of the Academy Awards each year.Your selling and closing skills will get you some customers, butthey won't provide true duplication. Butt-kissing and officepolitics skills from the corporate world will get you nothingbut derision in the MLM universe. And your proficiency atpredicting who will be voted off "Survivor" each week mayimpress your friends at the pub, but it won't take you where youwant to be.
If you want the delicious income and amazing lifestyle thatNetwork Marketing can provide, you're going to have to developsome new skills. If you really want to have the joy, fun, andseasons in the sun - the three main skill sets that will get youthere are:
* Inviting; * Presenting; and, * Developing leaders.
The great news is that all of these skills can be learned. WhenI entered the network marketing profession, I had none of theseskills. Today I'm proficient at all four. And you can be too.
That is why I created my "Duplication Nation" training series.It is a sequence of intense tutorials on the skills you need todo the business at a high level.
There are two strong segments on prospecting. You'll discoverthe best places to meet good contacts and the most effectiveways to approach them. There is one disc on working with yourwarm market, and another one on developing new contacts. Mostimportantly, they will teach you how to invite!
You need to be good at inviting, if you want to make big moneyin this business. You must be able to compellingly invite peopleto a home meeting or a hotel business briefing. You need to beable to effectively invite people to preview a DVD, CD, orwebsite, or to get on a 3-way call or conference call.
Developing good inviting skills will make you more money fasterthan anything else you can learn in Network Marketing. Itdoesn't matter if you don't have presentation skills developedyet, because you can (and should) use third party tools likewe've discussed above.
Which is not to say you don't have to develop presentationskills.
You do eventually. To reach the top levels of success in theprofession, you must be able to make a compelling presentationfor your business. It's a truism in the business that "theperson with the marker makes the money."
If you want to cash the really big bonus checks, you need tofight your way to the front of the room. You need to become theleader that everyone wants doing their meetings.
There are actually three discs devoted to presentation skills in"Duplication Nation." The first is on how you conduct effective1-on-1 presentations. The second teaches you how to do powerfulsmall scale meetings, such as luncheons and home presentations.And the third one instructs you how to conduct powerful hoteland large venue meetings.
That leaves us with the third skill set you must develop: theability to nurture new generations of leaders. And while youcould argue that this is the most important skill set of all,the truth is you don't need it to get started. And almost alwayswill never have it when you begin.
When you first get going in the business, you really need toconcentrate on enrolling new people. It's important that you doa "major blast" and get enough people signed up to create someserious traction for your business. So inviting is the firstskill you must get down as quickly as possible.
You are modeling the behavior of recruiting, so your team willduplicate this action. Slowly your need for presentation skillswill become necessary. You'll start to model this behavior, andyour team will start to duplicate you in this area as well. Whatis actually happening is the beginning of the leadershipdevelopment process.
You are demonstrating how to start the business fast, and beinga role model of what to do. That is the cornerstone ofleadership development. And the place where many people falldown.
What happens to many is that they sponsor a few people and getto a beginning rank such as Manager, Supervisor, or Director. Sothey assume that now their job is to manage, supervise, ordirect. Bad idea.
Don't let the titles fool you. The most important thing you cando for your team is to sponsor fast and furious to kick-startyour business. By recruiting enough people to get some traction,you are demonstrating the proper behavior that will get peoplebuilding a strong team. Then of course you'll get more involvedin presenting, and demonstrate the next level of skilldevelopment.
Only after this are you ready and able to concentrate on yourpersonal leadership skills and your leadership developmentskills. There are actually four discs of leadership training in"Duplication Nation." You'll learn things like how to work withlong distance lines, counsel with your key people, scheduleevents, handle recognition, build infrastructure, and ensureduplication deep into the organization.
There are also discs on sponsoring, duplication and othercritical areas of the business. It is available in audio CDs,video DVDs, or both. It comes with a follow along Study Guide,counseling sheets, flash cards and some other goodies. If youare serious about becoming successful in the business, you needto have this program. Success in the business is not as hard as many of you believe.It's simply a question of developing the right skill sets. Don'tregale your sponsor with tales of how you invited 18 people toyour home meeting and nobody came. Instead, develop yourinviting skills so that next time people show.
Don't complain about the lack of good meetings in your area.Develop your presentation skills and become the person whocompels people to act.
Ease up on your training to win more games of darts, knitbetter, or ride that unicycle for a while. Make a commitment todeveloping the skills necessary for success in the businessinstead. Get the money thing out of the way, and you'll have allthe time you need to play darts in your knitted sweater, whileon your unicycle!