George J. Miller, CFPIM, is Founder of PROACTION. Prior to selling the company to Paul Deis, George had worked with dozens of companies in assignments involving productivity, quality and service improvement, business systems, change management, acquisitions, divestitures, expert witness testimony, and others. Prior to founding PROACTION in 1986, he was Vice President of Marketing for Western Data Systems; Director of Planning and Development and Assistant Director—Operations for Purolator Technologies (PTI); Consultant for Booz-Allen & Hamilton, and Manufacturing Systems Manager for Becton-Dickinson.
During the development of the paper, we all agonized over whether to identify the company and be more careful about what we said, or remain "anonymous" and be more frank. As you see, we chose the latter, because we thought it would contribute more to the body of knowledge. The author thanks the company's CEO and IT Director for their support and assistance with this paper and regrets that they are unable to be personally recognized for their contributions.
Paul Deis, CFPIM, is CEO, PROACTION. He brings over 25 years of consulting and senior executive experience to his work, including detailed work with nearly 60 companies. Prior to acquiring PROACTION, Paul's experience includes running a small ERP software company, leading other consulting businesses, prior work with PROACTION, Manager at Deloitte & Touche, VP Manufacturing at Raypak, Inc., where he was very successful with an early Lean management initiative, and dozens of projects in the areas of enterprise software, operations management, crisis resolutions, in a wide variety of industries, business types, and scales. Our website: PROACTION - Generating Best Practices




Making Stuff Up
By: Holly G. Green | 13/11/2009Imagination can be a wonderful thing. But in the business world, making stuff up that has little to no basis in reality can wreak havoc with your strategic planning process. Learn how to identify common MSUs (making stuff up) and minimize their impact on your organization.
Brands Need To Be Equal From Inside and Outside
By: J Hedges | 13/11/2009Brands need to be equal inside and out, a shared view and beliefs that are all aligned with a brand strategy. This has never been important, but today it is becoming even more important as customers are learning not to be fooled by a brand that simply affects a clever visual space.
Q & A Anti Recession Tactics
By: Lance Peters | 13/11/2009There is no doubt about it, the world is in a recession but it is not the first and it definitely will not be the last. Many people find themselves unprepared for hard economic times and are often caught unaware. This can be through the loss of a job or even a pay cut.
What Should You Know About Fort Hood Killer Nidal Malik Hasan?
By: hasan yahya | 12/11/2009The information up today about the Fort Hood Killer Nidal Malik Hasan. It is collected for the lay person who want to be informed of what happened, who? where, when, etc.,FBI reports, friends, and co-workers reports.
Major Nidal Malik Hasan is a Victim of circumstances. A logical viewpoint
By: hasan yahya | 12/11/2009The article is the third in response to the news about Nidal Malik Hasan,an expert opinion on Islamic culture, while rejecting the email evesdropping to be related to terrorist recruits, the author, provides certain factors in the Major Hasan's life,lead to insanity and fear symptoms rather than terrorism tip.
Know the Top Reasons to Hire Accountancy Firms
By: Mike Bern | 12/11/2009The advice of your existing accountant is very necessary before purchasing an existing business. This is because it is he who will show you the correct procedure. He will tell you whether you can trust the financial records of the previous owner and if it is at all suitable to purchase the business.
O Israel, I Cry for You! O Israel
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SEO WORLD
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Inventory Accuracy in 60 Days
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Process Improvement - a How to Guide
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Aggregate Inventory Management
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Lean and Erp - Can They Co-exist?
By: Paul Deis | 11/08/2006 | Strategic PlanningSome pundits have opined that ERP is dead and Lean replaces it. That's like saying that the car chassis is replaced by the new engine. ERP is the backbone system of a modern enterprise, for integration of supply chain and administrative activities. Lean is a management philosophy, with supporting tools and techniques to run a business much faster, cheaper better. They are NOT mutually exclusive, but Lean ERP must differ from the traditional approach.
Erp Implementation Lessons Learned
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The New Conference Room Pilot
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A Guide to Inventory Reduction
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