Self Reliance an Example by

Self Reliance The crowd was behaving in the usual way, with movements so coordinated that motion could have been mistaken for stillness. Yet a ripple caught my eye. It traveled like whirlpool through the sea of people that collected outside the stadium to watch the big game. Everyone moved in one direction, toward the large gate through which the field was visible. Need essay sample on "Self Reliance" topic? We will write a custom essay sample specifically for you Proceed Yet the lone boy shouldering the crowd was interesting enough for me to drop everything to see what this non-conformist was trying to achieve. The path was grueling, and much longer than necessary as the boy had to keep changing direction to avoid collision with others who were determined to take the conformers route into the stadium. Yet the boy weathered the onslaught resolutely and kept his unconventional course. I watched while the rebel managed to extricate itself from crowd and made his way to a smaller gate that no one else had seen in their rush to follow the everyone else. The situation sparked the memory of an essay once read: Self Reliance by Ralph Waldo Emerson. It reminded me specifically of Emersons description of the ship that must tack in order to finish a course that is set against the wind. Emerson puts forth the idea that not only must man rely upon himself, but cut out his own path in the world and set himself apart from it. He should be like the man that made his tracks visible by steering them in a different direction from that of all the others of the crowd. Rather than do what is dictated by society, people should act according to the desires and impulses of their own nature. In Self Reliance Emerson writes of the rare quality in men to resist the pressures of their society to conform. This pressure often comes about in the form of accepted behaviors, the learning of which is termed maturity. Yet Emerson goes against this when he says that whoso would be a man, must be a non-conformist (Emerson, 261).This offers an opposite view of maturity which states that the ability of persons to know intimately their own nature and to respond to their impulses is a truer sign of maturity than familiarity with and obedience to societys norms. He suggests that the act of exploring ones own psyche offers more rewards than that of learning and performing societys proper duties for two reasons: The first will go directly to the exact needs of the human inpidual, while the second will only hinder and hide the inpiduality that leads to creativity and progress for man. One must remember that Our only access to truth, goodness, or to life itself, is through our own understanding and our own judgments (Miller, 2006). This lets us know that the inpidual is the only one who can tell for sure what he or she is to be. Trying to keep tradition alive, according to Emerson, does something that is similar to stunting the development of mankind. Yet it is surprisingly easy to do. What is difficult is to rise above the collective will express ones inpiduality. However, Emerson writes that the accomplishment of such a feat may serve for the whole distinction between greatness and meanness (Emerson, 263). The difficulty in rising to the level at which one might be called an inpidual is hampered by those in society who pretend to know what is the purpose of all other human beings. Yet to abandon society and go into solitude is a way in which a person can shut out the droning of the crowd and find a place where nature can be free to influence the will. Emersons concern is that peoples actions indicate their character, and when a mans actions are dictated by the traditions of decades or centuries, a third party will have trouble detecting the true character of the man that performs them. Such a man is indistinguishable from the other conformists that surround him. He no longer sees with eyes cleansed of the effects of the group mind and institutional constrictions (Kateb, 1995). Such persons have lost the carefree attitude of the youths who (unlike adults) are without self-consciousness and do not seek to flatter or pacify persons; for the young person, no one is set up on a pedestal. In keeping with this, Emerson describes the character of youth that gives the kind of self reliance that he praises. He cumbers himself never about consequences, about interests: he gives an independent, genuine verdict. You must court him: he does not court you (Emerson, 261). No power that a person thinks he can see in any human would make the youth and the self reliant man to feel the need to give false praise. Emerson highlights his belief by his idea that books and scholars are to be treasured for their ability to inspire the inpidual to greatness (Goodman, 2005). He identifies the way men idolize such persons that distinguish themselves through self reliance as an example of something contradictory. Men are equally likely to revere the ideas given by persons in books as they are to put kings and leaders on pedestals. Yet, Emersons reaction to this is negative. He writes: Our reading is mendicant and sycophantic. In history, our imagination plays us false. Kingdom and lordship, power and estate, are a gaudier vocabulary than private John and Edward in a small house and common day's work; but the things of life are the same to both; the sum total of both is the same. Why all this deference to Alfred, and Scanderbeg, and Gustavus? Suppose they were virtuous; did they wear out virtue? As great a stake depends on your private act to-day, as followed their public and renowned steps. When private men shall act with original views, the lustre will be transferred from the actions of kings to those of gentlemen (Emerson, 268). In this passage, Emerson reminds the reader that the life of the private and unknown man is as worthy of praise as that of the most powerful king, once that life is lived in truth and keeping with the nature at the core of the persons being (Beran, 2004). Another point Emerson makes is that the praise that persons give to history and its events is directed in the wrong way. He speaks of this largely as it regards tradition and convention. Yet, he further causes the idea to include the private actions of even the inpidual himself. He believes that man should not cling even to his own actions and beliefs of the past merely because he has kept them for months, or even years. Movement is involved in living, and the growing and changing man cannot mature unless he goes back and reassesses his beliefs and actions from time to time. It is no crime or shame to change ones mond if one has found a reason to do soone that more accurately expresses his or her nature. To rely only on ones memory of what one has said or done in the past in order to avoid public contradiction might lead to an even worse contradictionthat of oneself as one has now evolved to become. Emerson gives the metaphor of memory as a corpse that one drags about. A corpse is dead, while a persons character is a living, changing thing. Emerson continues: a foolish inconsistency is the hobgoblin of little minds, and in the presence such faulty adherence to consistency, a great soul has simply nothing to do since all would have already been done (Emerson, 265). According to Emersons essay Self Reliance, men, like that lone man in the crowd, must be willing to go against the pressures of conformity and be true, not to tradition, but to themselves. Only in such an environment is greatness thought of and nourished. A person cannot know precisely who he is if he continues to be ruled by societyand the inpidual, if he can be identified, is more likely to contribute something worthwhile to society when s/he is truly being him/herself. Emerson began his essay by identifying a truly original piece of writing. Had the writer been a conformist, his nature (which differs from that of all other men) would never have been revealed, and his originality would have been lost in the dullness of everyday life. Though the choice to be oneself includes the choice to disregard all the points made in the essay, yet only that choice matters. Regardless of the outcome, one who chooses according to his nature would have achieved higher level of self reliance. Works Cited Beran, Michael Knox. Self Reliance vs. Self Esteem. City Journal. Winter, 2004. Retrieved May 19, 2006 http://www.city-journal.org/html/14_1_self_reliance.html> Emerson, Ralph Waldo. Self Reliance. Ralph Waldo Emerson: Essays and Lectures. Library of America, 1983. Goodman, R. Ralph Waldo Emerson. Stanford Encyclopedia of Philosophy (Spring 2005 Edition). Edward N. Zalta (ed.), Retrieved May 19, 2006 Kateb, George. Emerson and Self Reliance. Abstract. New York: Rowman & Littlefield, 1995. Miller, George. "Emerson's Optimism." Paper presented at the University of Maine at Farmington, December 7, 2005. Retrieved May 19, 2006. .

Application of Six Sigma in Supply Chain Management Essays

Application of Six Sigma in Supply Chain Management Essays Application of Six Sigma in Supply Chain Management Paper Application of Six Sigma in Supply Chain Management Paper Application of Six Sigma in Supply Chain Management Anoop P. S. Abstract: This paper hypothesises that, whilst Six Sigma as a change and improvement strategy is delivering significant business benefit to practitioner organisations, it has not been successfully adapted to deliver similar benefits across supply chains. It demonstrates by reference to the literature that most published applications of Six Sigma in supply chains are related to the application of traditional internal Six Sigma methodologies to the internal processes of a supplier to the â€Å"Six Sigma Organisation†. In this paper, the issues particular to an application of Six Sigma in a broader supply chain context are discussed, with reference to specific supply chain issues. It is concluded that Six Sigma does have something novel to offer organisations over and above the contribution of existing approaches to supply chain improvement, and a conceptual model is proposed that is consistent with the literature and has potential to support such an introduction. Although rooted in the supply chain realm, SCOR adherents see a role for the methodology as the gatekeeper – identifying the projects most likely to render ROI using SCOR, Lean or Six Sigma. There is already a natural link between Lean and Six Sigma at the program and project execution level. The model integrates the Balanced Scorecard, SCOR model (Supply Chain Reference model) and Six Sigma DMAIC (define, measure, analyse and improve) methodology in a two-level framework. This is a strategic-level cycle, developing focused projects to generate maximum business benefit, and an operational-level cycle, applying Six Sigma and lean tools in a DMAIC cycle to deliver supply chain improvements. Cautions and requirements for the success in practice of such a model are discussed and it is concluded that the model should be tested in practice to validate and develop further the methodology. Keywords: Six Sigma; Supply chain improvement; Lean; SCOR model; Variability reduction 1. 0INTRODUCTION 1. 1 General Introduction Six Sigma Process Improvement is a rigorous approach to improving business processes by addressing the underlying causes of variation that lead to poor performance as experienced by the ‘customer’, who is the recipient of the outputs. The early exponents were Motorola and GE in the 1980s. Since then, many organisations ranging from manufacturing to service in all sectors, have successfully deployed Six Sigma to deliver measurable cost, quality and time based improvements. 2. 0 LEAN SIX SIGMA In the past, Lean and Six Sigma have at times been viewed almost as rival methodologies, with some companies choosing one or the other as their primary improvement vehicle. Two of the most powerful forces in manufacturing and now the broader supply chain are â€Å"Lean† and â€Å"Six Sigma. Traditionally, many companies have adopted one or the other as their primary approach to operational improvement, or in some cases used both but as fairly independent tools. Increasingly, however, companies are seeing the benefit of combining the two techniques into a more integrated strategy that uses the best of each approach, which can be highly complementary. Many believe this â€Å"Lean Six Sigma† strategy is the best w ay to improve overall supply chain results and tackle process improvement more holistically. Lean, the name given to the Toyota Production System in the book The Machine that Changed the World, has traditionally been associated with the elimination of waste in business processes. Lean was originally focused on improvement on the factory floor, but has since been used in some cases to power broader supply chain improvements. European retailer Tesco, for example, used Lean principles to engineer improved store replenishment processes. Six Sigma is a quality improvement methodology that in general seeks to reduce process and results variation. Originally focused on improving the quality of manufactured components, the approach has also been expanded for use in improving almost any business process. Drug wholesale McKesson, for example, has used Six Sigma to improve a variety of supply chain processes, such as inbound trailer cycle times and pick face replenishment efficiency. 2. 1 Adding Value With SCOR Developed by the not-for-profit Supply-Chain Council, SCOR (Supply Chain Operations Reference) is a model that links process elements, metrics, best practices and features associated with supply chain execution. It helps to identify and quantify critical opportunities for improvements not only within the supply chains of a single company but also between multiple trading partners. It describes a continuum of processes: Plan, Source, Make, Deliver and Return. SCOR works best with companies that have an enterprise information platform that can carefully track this continuum through KPIs and scorecards or at least provide the data so that a qualified enterprise platform can acquire the data, analyze it and surface it to the people who need to see it. Although rooted in the supply chain realm, SCOR adherents see a role for the methodology as the gatekeeper – identifying the projects most likely to render ROI using SCOR, Lean or Six Sigma. There is already a natural link between Lean and Six Sigma at the program and project execution level. Six Sigma has the project tracking and financial accountability elements. Lean helps â€Å"surface the rocks† that become ideal targets for Six Sigma. The two combined provide a powerful results-driven program. The opportunities for Six Sigma and Lean application in SCM are numerous. Specifically in warehousing management you may want to look at metrics around fill rates, pick and pack defects and dock-to-stock or dock-to-bench type metrics. Start with Lean and look for opportunities to get the dock-to-stock (time from material unloaded on dock to put away on shelf) cycle times down (this impacts availability rates to the production floor). Take a walk through the warehouse and if you see lots of boxes and pallets sitting around, you know you have opportunities! Once your cycle times are lower, then take a look at defect rates in the other areas of standard warehouse metrics. Let me know if you have some questions I have extensive experience in this one. 3. 0 Bringing Lean and Six Sigma Together Industrial giant Honeywell was among the first to recognize the power of combining Lean and Six Sigma disciplines. When Honeywell acquired Allied Signal in the late 1990s, under the leadership of legendary CEO Larry Bossidy, it created a mechanism for combining Lean and Six Sigma that it called â€Å"Six Sigma Plus. The company hoped to improve processes and results by using Lean to streamline processes and eliminate waste, then improve the consistency and reliability of those processes using Six Sigma. 3M is another pioneer in the application of Lean Six Sigma. When Jim McNerney took over as CEO of the company in 2001, the former GE executive quickly helped drive a Lean Six Sigma program throughout the company. â€Å"Lean Six Sigma always starts by defining value from the supply chain from the eyes of the customer,† says Paul Husby, a former VP of Supply Chain Services at 3M. Every business has either an explicit or implicit strategy and needs the operational supply chain to provide specific performance to support that strategy. Lean Six Sigma has a primary goal of significantly improving operational excellence, and should also greatly improve a companys competitive advantage with key customers and markets. † There are several principles that drive the strategy of bringing Lean and Six Sigma together: Lean cannot bring a process under statistical control Six Sigma alone cannot dramatically improve process speed or reduce invested capital Both enable the reduction of the cost of complexity, but in complementary ways In the past, Lean and Six Sigma have at times been viewed almost as rival methodologies, with some companies choosing one or the other as their primary improvement vehicle. With Lean Six Sigma, that f alse conflict can be formally removed, and companies can benefit from the best of both approaches. The two methodologies can interact and reinforce one another, and there is much evidence that total improvements in a process is larger if Lean and Six Sigma are implemented together. The opportunity is to reduce the variability in value-adding processes,† said SCDigest editor Dan Gilmore. â€Å"Lean should eliminate the non-value added process steps, and then Six Sigma can be applied to tighten up the execution of those processes. † So, from a Lean perspective, what Six Sigma adds is the ability to reduce process variability. From a Six Sigma perspective, what Lean adds is often greater process and cycle time velocity, as well as lower operating costs. It can also be said that Lean focuses on reducing Time variability, while Six Sigma focuses on reducing Process variability. Lean tends to generate more â€Å"Quick Fix† solutions, while Six Sigma takes a more â€Å"Root Cause† approach. It is also possible to think of applying Six Sigma principles at the â€Å"pursue perfection† stage of one popular six-step Lean model. Some companies are taking the concept even further, adding in Eli Goldratt’s Theory of Constraints (TOC) methodology as another tool, usually front-ending TOC before both Lean and Six Sigma. This three-way combination is sometimes referred to as TLS (TOC, Lean, Six Sigma). Companies that have focused on either Lean or Six Sigma as a primary strategy to the exclusion of the other, or that use both but as very separate tools, should consider whether there is opportunity to deliver better results from a Lean Six Sigma strategy. 4. 0 THINGS NEED TO KEEP IN MIND 4. 1 Is our data integrated, clean and in one location? Data sitting in silos, incompatible or duplicative data, and – most importantly – data that requires the intervention of the IT department to retrieve will make any business improvement program much more costly than necessary. A robust business intelligence solution is a must. 4. 2 Can I quickly see what is working in quality programs? If you would like to report to Wall Street analysts that a Six Sigma initiative saved $1 million on a new product, do you need to deploy a portion of your staff to dig through information, or is that information readily available on a dashboard? More importantly, is the information up to date? Can a portal tell at a moment’s glance what the quality programs are doing for the company’s bottom line and how they compare to one another? 4. Can my staff visualize the results of quality projects? Six Sigma Black Belts parachute into departments they don’t work in. Being able to show how a process could be improved helps win over reluctant team members to the results of a project. An easily integrated visualization application is an important component. 4. 4 Do I have an application powerful enough to analyze and (especially when using Lean) forecast? Can my st aff – without any programming skills – create â€Å"what if† scenarios that will help identify the best methodology for improving quality and performance? Using SCOR to align corporate goals and develop and execute a plan for improvement targets, and then employing Lean or Six Sigma or both to the prioritized projects, is a way forward for companies that recognize that survival is truly the provenance of the fittest. Just having these methodologies under the roof isn’t enough. They need to be converged and integrated methodologies working off the same platform. A focus on integration will provide the organization with optimized yields and improvements. The trend toward converging methodologies is really about change management and its logical extension to platform status. After all, change is not a one-time event or even a series of one-time events but must be a culturally ingrained part of the organization’s DNA. Organizations want to embrace change, but doing so requires an integrated approach to using methodologies and a strong enterprisewide platform that goes beyond business intelligence to include data integration and analytics.