ÔÇ£Look for a gold mine where there already is a gold mine,ÔÇØ says Bralorne Gold Mines president Bill Kocken to Gary Toushek. With the infrastructure already in place, he hopes to be pouring gold bars by the end of 2008. Without the existing infrastructure of what used to be a sizeable mining community in the 1930s, Louis Wolfin and Bill Kocken would not be looking forward to their first gold bars from Bralorne Gold Mines.

Technology solutions for generic sectors are old hat, says Thomas R. Cutler. The level of control and traceability required today calls for hyper-vertical market segmentation. Process manufacturing covers a wide field. Within it we find food manufacturing, and within that there is another huge range, including meat products and bakery manufacturing, among countless others. While they might all be food manufacturers within the process industry, however, their idiosyncratic characteristics require specific industry sector knowledge and expertise.

An integrated warehouse management system is essential to an efficient manufacturing facility, says Thomas R. Cutler. In any warehousing or manufacturing operation, errors can creep in at all stages of the process, the most common cause being human error.

With business under pressure to mitigate its contribution to climate change, carbon offsetting is spreading like a rash. It might make you feel good to look good, says Martin Ashcroft, but itÔÇÖs not going to save the planet. The term carbon neutral emerged last year as the latest buzzword to enter the New Oxford American Dictionary. This was not entirely due to the self-proclaimed ÔÇ£former next President of the United States of America,ÔÇØ Al Gore.  The idea of carbon neutrality is spreading like wildfire, and everyone seems to be talking about it.

As companies eliminate waste from their core activities, itÔÇÖs time to look at the recruitment process the same way, argues Thomas R Cutler. Executives are famous for describing their employees as the companyÔÇÖs greatest asset, yet hiring and training remain the most neglected processes in business.

Six sigma master black belt David Lengacher warns about a common oversight in change management programs. Managers must address beliefs and behavior, he says, not culture. Browse the business management section at your local bookstore and you will find many top selling management books proclaiming that all measures of performance should be directly traceable to the objectives of the organization. It is hard to argue with this, but it is often overemphasized to the degree that it can cause significant organizational side effects.

US Army Research, Development and Engineering CenterAs Keith Regan reports, winning the coveted Baldrige Quality Award is only one of many journeys toward excellence at the US Army Research, Development and Engineering Center. The US Army Research, Development and Engineering Center (ARDEC) develops 90 percent of the ArmyÔÇÖs armaments and ammunition, including warheads, explosives, all sizes of firearms, battlefield sensors, and advanced weaponry based on high-power microwaves, high-energy lasers, and nanotechnology. The center, based in Picatinny Arsen

Bruce Silberman tells Martin Ashcroft about the distinctive features of the Haldex Way, and how lean and six sigma complement each other. One thing I find fascinating when talking to people about their lean journeys is that every one of them is unique. They all start at a different time from a different place, of course, but although they tend to pass the same signposts and landmarks (5s, value stream mapping, kaizen, etc) they are not always in the same order, and are viewed from different perspectives.

Chris Bujak tells Martin Ashcroft how Air Products applies the tools of continuous improvement to the CI process itself, to create a high performing organization. ÔÇ£From the very beginning, it was never just a manufacturing thing for us,ÔÇØ says Chris Bujak. ÔÇ£It was always a quest for creating a high performing organization.

Brian Montanari, director of global operations for HID Global, tells Martin Ashcroft how a lean implementation, starting with a focus on culture, has produced world class results. Rip Van Winkle wakes up in a parking lot. Cars are arriving at the start of another working day. Office workers balance briefcases, handbags, coffee cups, and paper sacks from DunkinÔÇÖs or McDonaldÔÇÖs, and totter towards the door with their hands full. How can they possibly open it without putting all their packages down?