Ridge’s Post

Read a blog post by Maria Stanton, Director of Product Management and Production, reflecting on some of Atla's successes in 2023 and looking forward to exciting opportunities in 2024. https://ow.ly/UXct50QfzU3

We often witness actions and behaviors from our colleagues that deserve to be shared, celebrated, and encouraged. These moments, which go beyond their regular duties, truly demonstrate our five core values - care, accountability, integrity, continuous improvement, and teamwork. These colleagues deserve our recognition! That's why we created our "Values Ambassador" program. 🌟 This initiative allows employees to nominate their colleagues whose actions and behaviors make us proud. 🏅 Today, we spotlight Ivaylo Serafimov, Logistics Manager - East and our Values Ambassador for 2023. Ivaylo follows the Toyota principle: “Make decisions slowly by consensus, implement them quickly” and isn’t afraid to use unconventional approaches. Curious to learn more about Ivaylo’s journey and insights? Check out the full interview here ▶️ https://shorturl.at/Xumc6

This first-of-a-kind industry partnership signals we are entering a new era of autonomy in the warehouse—where intelligent automation is managing unprecedented complexity at scale and delivering real competitive advantage to businesses.

COMPANY CULTURE , INDUSTRY CULTURE, AND REGIONAL CULTURES My last book - "The Five Forces of Enterprise" - underscores the importance of the interactions of the company-culture with the pertinent regional and with the industry cultures. The Taiwan chip company has had many problems with its new plant in the USA. The regional culture of Toyota has greatly contributed to its company culture. Many, many years ago Corning acquired Signetics, a most promising producer of chips. This innovative glass-maker could not understand the chip industry and it sold Signetics. Times have changed, midsets are more mobile, but some international M+As have baldy underestimated the opportunities and the problems resulting from pertinent regional and with the industry cultures.

Overall, DFMEA success hinges on the commitment to thoroughness, objectivity, collaboration, and implementation throughout the product development process.

𝐃𝐨 𝐲𝐨𝐮 𝐤𝐧𝐨𝐰 𝐡𝐨𝐰 𝐓𝐨𝐲𝐨𝐭𝐚 𝐜𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬𝐥𝐲 𝐢𝐦𝐩𝐫𝐨𝐯𝐞𝐬 𝐭𝐡𝐞𝐢𝐫 𝐩𝐫𝐨𝐜𝐞𝐬𝐬 𝐚𝐧𝐝 𝐚𝐬 𝐰𝐞𝐥𝐥 𝐭𝐡𝐞 𝐦𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐞𝐨𝐩𝐥𝐞? Each one of the companies, without a doubt, is always looking to improve processes to obtain the best results and profitability. Toyota for many years has created a philosophy that without having more to say has been extremely successful. Within this way of life or culture, Toyota has created the concept of 𝑻𝑶𝒀𝑶𝑻𝑨 𝑲𝑨𝑻𝑨, which is defined as the art of managing people to adapt, improve and obtain superior results. Today I would like to focus on an important edge of 𝑻𝑶𝒀𝑶𝒀𝑨 𝑲𝑨𝑻𝑨, this edge is defined as the previous but crucial steps to achieve the objective starting from a current situation (𝑻𝒂𝒓𝒈𝒆𝒕 𝑪𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏) Once you understand the concept of Target Condition and how it plays into the cycle of continuous improvement, it will be difficult for you to find a Target Condition for your process. You should undoubtedly think about what the future or ideal condition of your process is in all its aspects to understand then what a Target Condition can be. For them there are the following questions that you can ask yourself: 𝑯𝒐𝒘 𝒅𝒐 𝑰 𝒅𝒊𝒔𝒄𝒐𝒗𝒆𝒓 𝒕𝒉𝒆 𝒕𝒂𝒓𝒈𝒆𝒕 𝒄𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏𝒔 𝒘𝒊𝒕𝒉𝒊𝒏 𝒎𝒚 𝒑𝒓𝒐𝒄𝒆𝒔𝒔? 🚗 How should this process operate? 🚗 What is the final process situation? 🚗 Where do we want to be next on the process? 𝑻𝒂𝒓𝒈𝒆𝒕 𝑪𝒐𝒏𝒅𝒊𝒕𝒊𝒐𝒏 is not the same as 𝑻𝒂𝒓𝒈𝒆𝒕. The Target is a result, but the Target Condition is a description of how the process should operate under a pattern that determines how to reach the goal. "𝘞𝘦 𝘤𝘢𝘯𝘯𝘰𝘵 𝘱𝘳𝘰𝘨𝘳𝘦𝘴𝘴 𝘸𝘩𝘦𝘯 𝘸𝘦 𝘢𝘳𝘦 𝘴𝘢𝘵𝘪𝘴𝘧𝘪𝘦𝘥 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘤𝘶𝘳𝘳𝘦𝘯𝘵 𝘴𝘪𝘵𝘶𝘢𝘵𝘪𝘰𝘯." Kiichiro Toyoda

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7-Eleven is one of the most prominent subsidiaries you know within our #7andiFamily. But did you know: - That today, there are approx. 84,000 stores in 20 countries and regions (including 21,000+ stores in Japan)? - That 7-Eleven's history goes back as far as 1927 in the US? - That when the name of its predecessor, The Southland Corporation, was changed to 7-Eleven in 1946, it was done to convey the business hours of 7AM - 11PM?   7-Eleven plays a central role within Seven & i Holdings' goal of becoming a world-class retail group centered around its 'food' that leads retail innovation by 2030. We aim to do so through global growth strategies centered on the 7-Eleven business and proactive utilization of technology.   Learn more about 7-Eleven here: https://lnkd.in/g3AfkKBm   * The image in this post is of a Japanese 7-Eleven store.

Successfully finished last time buy negotiation with the customer by cooperating with BorgWarner Germany and Italy team. Projecting business exit plan is always painful because that would draw emtional conflict somtimes, especially to Korean customers. Multinational corporation's profit-driven decision making isn't guaranteeing successful finish. But company-wide direction should be achieved by hook or by crook in a rational manner.

Curious why I jumped from developing in Tableau to Sigma? This product launch is an example of why. Sigma isn't building "just another data viz tool or just a fancy Excel." They looked at the industry and asked, "What is missing from the data lifecycle? Why is data still difficult for all users to use?" The features being announced tomorrow are tangible answers to those questions. Don't get me wrong, it's a great platform right now without these features. But what's coming is something unique and will change how we should be doing data. Don't miss out! Find out what the future of data is tomorrow.