HomeMy WebLinkAbout2008/09/16 Additional Information
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Marriage Proclamation
WHEREAS, the People of California affirm that it is in a child's best interest to be raised
by a father and a mother who are married.
WHEREAS, the People have a compelling responsibility to ensure that the civil institution
of marriage between a man and a woman is honored as the foundation of family and
society and protected as an important role model for future generations.
WHEREAS, in the March 7, 2000 election, the voters of Ch",IA V.s-/;;J
County approved Proposition 22, a statutory initiative, which stated, "Only marriage
between a man and a woman is valid or recognized in California," by 6 I +. percent.
(California Secretary of State Proposition 22 election results:
htto:/ /ori marv2000 .sos. ca. gOV /returns/proo/maoR02 2. h tm)
THEREFORE, the endorses Proposition 8,
a constitutional amendment on the November 4, 2008 California ballot, which states,
"Only marriage between a man and a woman is valid or recognized in California. "
Date:
City/County
Signed By:
,
Clerk/Secretary:
San Diego Daily Transcript News Story
Page 1 of2
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Monday, September 15, 2008
editor@sddt.com
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Source Code: 20080915czl
Chula Vista adopts Toyota's business model
By NATALIE WARDEL, The Daily Transcript
Monday, September 15, 2008
Toyota applies it to making cars while Goodrich Aerostructures Group applies it to creating components for
commercial aircraft.
The city of Chula Vista will be applying the Toyota Production System to effectively manage a municipality. The
city partnered with Chula Vista-based Goodrich Aerostructures, who are fluent in the model, to help.
"I think the city of Chula Vista is in a really unique position right now," said Goodrich Aerostructures President
Greg Peters. "Because you've chosen to go down this path, if we have some knowledge we can share, we have
an obligation to do so."
Afler all, part of the model is about encouraging success. Toyota (NYSE: TM) even shared the model with its
competitors.
Emerging from a tough year of budget woes and the loss of employees, Chula Vista is looking for a solution.
The Toyota Production System is a precursor to the well-known lean flow principles, and it seeks to knock out
inconsistency and waste in a company.
In this case, the company is Chula Vista. They are in a similar state that Goodrich was in when Peters adopted
the Toyota Production System in 1993.
llWe were hawking our machines and hawking our business furniture to make payroll. That is not an
exaggeration," said Peters about the near-bankruptcy state of his company. Adopting this business model
launched them to success.
The city's executives met Monday to start adopting the concepts and develop a continuous improvement plan.
The biggest mental hurdle will be adopting the way of thinking into one's DNA, Peters said in his presentation.
It only works if everyone is on board and it needs to be treated as if the city just changed its computers' operating
system.
Many of Chula Vista's departments have undergone cutbacks, so City Manager David Garcia is passionate
about the program and hopes the process allows them to be efficient in their processing.
llWe know some areas that are under pressure right now," he said. "These are areas where we know there are
going to be quality proble'ms because of the resources that we have."
While Goodrich and Toyota are manufacturers, both companies have adopted this process, named The Kaizen
Event Process, company wide.
It's the method used in their human resources departments, as well as when introducing new equipment on the
manufacturing side.
The first step is identifying areas for improvement. Not just departments, but specific tasks like "creating a
uniform way to process a purchase order" instead of the broad "fire department." .
"The things that you're worried about are the things that I think would be excellent events," Garcia said to the
city's department directors.
Then, plan a weeklong event, in which members who are involved with puchase orders -- be it receiving,
processing and maintaining - become members of a committee. That way, they are vested in the new decision
and process.
The first phase of the event documents reality - how the purchase orders are really being processed, and then
identify waste, plans countermeasures and then checks in to make sure that will work with reality.
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San Diego Daily Transcript News Story
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Once the members on the decision committee are satisfied the new method will work, they make the change,
verify the change and quantify results. The new process becomes the new standard.
"We want to make that change in a week and see what the impact is by the end of the week, ~ Peters said.
Choosing small tasks first brings an instant feeling of success, Peters said. It starts the building blocks to more
events and more improvement.
"Even if we don't get it all right, we don't care," Peters said. "What we want to do is make a change and let it
stabilize and go back three months later and have another event."
Everything in the process is documented on specific forms, which become an instant handbook to train new
employees.
The people philosophy is an important component as well. When first adopting the philosophy, Goodrich
eliminated their preferred parking spots for managers', gave everyone the same health care plan and days off,
and eliminated bells and tones that called for breaks and the end of the day.
Of the six elements on their people philosophy, the first is treating everyone like an adult with mutual trust and
respect.
The list also includes identifying and eliminating negatives, training and development, open two-way
communication, employee engagement, and competitive wages and benefits.
The model is followed so strictly that employees are more likely to lose their job for not adhering to the people
principles than for missing work, said Ralph Roner Jr., Goodrich human resources director.
The result is that employees don't miss work, but instead form a community and look out for each other, Roner
said. They feel vested in the company.
Goodrich's business model is so much like Toyota's that Peters said he recognizes Toyota's forms, even though
they are in Japanese.
"We've Goodrich-ized it, but not much," he said.
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9/16/2008