The recent nuclear reactor problems in Japan reminded me of an important message from Weick and Sutcliffe's Managing the Unexpected. Their book is about how some organizations have built systems that are able to quickly and effectively adapt to unexpected events. In that book, Weick and Sutcliffe highlighted some of anthropologist Constance Perin's work in Shouldering Risks: The Culture of Control in the Nuclear Power Industry.
My wife recently found me a great deal on Bloomberg BusinessWeek to get a 3-year subscription for $18. While reading the first issue to arrive, I found a great story about a company in Silicon Valley that has created a flexible, U.S.-based manufacturing system for their product. The company is called SeaMicro. They make low-power servers for Internet companies like Mozilla and eHarmony. I liked what the CEO, Andrew Feldman, had to say about why they have taken the unconventional approach of building their servers onshore.
For all those people in California and the rest of the United States who are worried about radiation from Japan, I made this simple chart. It shows how radiation from Fukushima scales to other sources of radiation. The important thing to note is that everyone gets 3650 microSievert per year from natural sources. You can't escape that. This amount is 36,500 time greater than what a Californian might see from Japan.
I have been enjoying Ron Pereira's great blog at lssacademy.com. He recently posted the following question to readers: Is Little Caesar's Lean?
Is Little Caesars Lean? I'd like to offer my view. A basic feature of the ideal Lean system is pull initiated one piece flow. Pull initiated means that the factory does not make the product until the customer places an order. One piece flow means that the factory is able to accommodate order sizes as low as one piece as well as high piece-to-piece feature variation with no finished goods inventory.