LESSONS FROM AN UNLIKELY BUSINESSMAN ‘SOME STORIES: LESSONS FROM THE EDGE OF BUSINESS AND SPORT’
been coasting with your business and life, this is a must read. As author and reporter Jon Krakauer warns, “this book might
McGuane. Entrepreneurs have to take initiative and be ready to accept great risk. Chouinard does both with the pioneering spirit of a true business owner, despite his reluctance to accept the title. He would never abandon his values or the company’s to sell a sweatshirt, and he’s constantly pulling inspiration and guidance from the natural environment. “Some Stories” explores Chouinard’s drive to learn and make mistakes along the way and paints a portrait of an icon of thoughtful action and business success. “Some Stories” is worth it just for the stunning pictures, but if you want to be pulled in by a book, and possibly forced to reconsider whether or not you’ve
You’re probably familiar with the story of outdoor apparel company Patagonia and its founder, Yvon Chouinard. Chouinard’s earlier book, “Let My People Go Surfing: The Education of a Reluctant Businessman,” explored the early struggles and triumphs of Patagonia and gave us some insight into how the company became so successful. Chouinard has given us another glimpse into his world with his new book, “Some Stories: Lessons From the Edge of Business and Sport.” As the title suggests, the book is a collection of stories and beautiful photographs that illustrate how a sense of adventure, a readiness to adapt, and a dedication to what you believe in are all necessary parts of doing anything well (including running a multimillion-dollar business). While the book contains plenty of business advice, most of its wisdom is just as applicable to life.
make you think twice about what you’re doing with your own life.”
“I know of no better example than Chouinard of what entrepreneurial
Americans do best,” wrote author and angler Thomas
HOW 5S LEAN ORGANIZATION CAN IMPROVE YOUR WAREHOUSE
STANDARDIZE Standardization of warehouse procedures can be approached from multiple fronts. Create training handbooks and work manuals that describe the responsibilities of each role in detail. Standardize the labels on inventory shelves and remove any unnecessary information. These practices will make day-to-day operations more efficient. SUSTAIN Once you’ve established your new and improved efficiency measures, keep it up. 5S is not a one-and-done process; it’s a continual push toward greater efficiency. Create mechanisms to monitor which measures lead to success and which ones need improvement. In a warehouse where peak efficiency is the goal, issues that need to be fixed will be easier to spot.
When you think of the inside of a warehouse, what images come to mind? Cluttered shelves? Dusty floors? Dark corners filled with
who knows what? While this may be the perception, 5S lean organization methods are growing more popular in the warehousing industry, making this a thing of the past. Here’s how you can make that vision a reality.
SORT The mistake many warehouse managers make when they begin the 5S process is adhering to previously established methods and procedures. If you break those methods and procedures down to find what will actually be the most efficient for moving and storing inventory, you get yourself out of the rut. SET When resetting everything after it’s sorted, organize your inventory and equipment in
a way that creates the shortest distance between steps in processes. Bring work closer to your workers or your workers closer to their work. SHINE This is where your warehouse will really start to differ from the stereotype. Clean floors and surfaces make for a more productive work environment, and this step can also include safety inspections and maintenance checks. You should take this as an opportunity to schedule periodic deep cleans.
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