May 17 2016
5S at Google?
In How Google Works, on p. 38, executives Eric Schmidt and Jonathan Rosenberg wrote:
“When offices get crowded, they tend to get messy too. Let them. When Eric [Schmidt] first arrived at Google in 2001, he asked the head of facilities, George Salah, to clean up the place. George did, and was rewarded with a note the next day from Larry Page, saying, ‘Where did all my stuff go?’ That random collection of stuff was an icon of a busy, stimulated workforce. […] It’s OK to let your office be one hot mess.”
So the company whose mission is “to organize the world’s information and make it universally accessible and useful” has no use for 5S in its offices. The explanation they give is that Google employees are “smart creatives” who do their best work in a messy environment, like Pablo Picasso in his studio. But I can think of another reason: the information that matters to the googlers’ work is the stuff behind their screens, not on their desks. It’s in Google’s data centers, and they work on it with Google’s software.
Bodo Wiegand heads Germany’s 
May 19 2016
The Internet of Things in Toyota Operations | Laura Putre | Industry Week
Sourced through Scoop.it
As described in this article, advanced IT for Manufacturing, at Toyota, starts from the needs of the shop floor and works its way up. First, you build systems that take root because they help in daily operations, Then you extract and summarized data from these systems for the benefit of managers and engineers.
ERP, on the other hand, starts from the needs of management and works its way down, and I think it is the key reason why ERP success stories are so hard to find.
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By Michel Baudin • Press clippings 0 • Tags: IT, Smart Manufacturing, Toyota, TPS