Medifast Lean & Green Meals – Some Quick & Easy Lean & Green Menu Ideas

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When you diet using Medifast, you get to enjoy a healthy lean & green meal that you make for yourself each day when you follow the 5 and 1 plan. Most Medifast dieters usually opt to have their Lean & Green meal at dinnertime and I always did the same. In fact, I found that I had the best results by sticking to just a few basic menus while I was dieting. It kept me from worrying about what I was going to eat every day and so it kept me from thinking about cheating. So here are some quick and easy lean & green menu ideas to help keep your Medifast diet on track.

Chicken Caesar Salad

I lost over 60 lbs on Medifast, and I did it eating chicken Caesar salad about three or four nights per week. It was a quick and easy dinner option that I could put together in about five minutes. Since it was so quick, I didn’t mind cooking separate meals for my family because I knew I wasn’t going to spend all night in the kitchen.

To prepare my dinner, I usually used pre-washed bags of romaine lettuce or I would pick up some Dole Caesar Salad Kits when they were on sale. You can cook your own chicken breast and dice it up, or you can do what I did — buy packaged grilled chicken strips.

For variety, I usually added some sun-dried tomato and occasionally mushrooms. Or if I had some bagged spinach, I’d mix my romaine lettuce with the spinach. You’ll be having a full two cups of salad greens so mix them how you like. Just remember to leave off the croutons!

Asian Stir Fry

You can enjoy lots of stir fries for your Lean & Green meal and it can help keep things interesting because you can easily swap out the type of protein you use and the various types of vegetables. For oil, you can use a small amount of olive oil or try some sesame oil. If you use a non-stick pan, a little oil goes a long way.

My favorite veggies are broccoli, green beans and some pepper and onion strips. Mushrooms always go into the mix too. Oh, and don’t forget the garlic! Once you heat the oil up, you are going to add your vegetables and stir them constantly. They are done when the colors turn bright. Then add either diced and cooked chicken or shrimp and stir fry for another minute or two and pass it all onto your plate. You won’t even miss the rice!

Grilled Steak and Roasted Asparagus

I love steak and asparagus together, so this is another lean and green meal staple for me. For my steak, I use my George Foreman grill. I don’t like to use a lot of the regular marinades sold at the supermarket because so many of them have sugar in them. Instead, I use a beer marinade. One can or bottle of beer, combined with some crushed garlic and some ground pepper and maybe a tablespoon of olive oil will make your meat moist and tasty while adding negligible calories. The alcohol burns itself off during cooking so you don’t need to worry about that either.

For the roasted asparagus, I spread out my asparagus in a baking dish then drizzle it with either one tablespoon or olive oil or a tablespoon of low fat dressing (either Italian or Caesar). Then I toss the asparagus until they are all evenly covered and lie them out flat again. Grind some black pepper over them in stick in a 350 F degree oven for 10-15 minutes, depending on how crispy you like them.

So there you have, my three main staple menus for my lean and green meals on Medifast. All of them are quick and easy to throw together and hopefully you family will also enjoy eating them with you occasionally.

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Source by Jenni Kerala

The Leaning of ISO9001 – How to Use Lean Principles to Simplify ISO Implementation

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Lean refers to the elimination of waste and nonvalue-added activities from a Customer point of view. ISO 9001:2000 is the widely used International standard that enables many companies to compete in new markets while improving their customer satisfaction and the way they do business.

ISO9001:2000 addressed criticisms of the earlier version by emphasizing Customer Satisfaction, Management Responsibility and Continual Improvement. Today, ISO is far less prescriptive allowing a company to manage its business its own way, provided that the basic requirements are met. This new perspective provides flexibility on what needs to be documented, so Lean documentation can be established.

Lean and ISO can provide many synergies including:

· Lean and ISO require a Customer focus.

· Lean metrics provide a means to measure Customer Satisfaction as part of the ISO Management System.

· Lean eliminates waste from processes as procedures are developed or reviewed.

· Value Stream Maps identify and eliminate waste from major processes.

· Kaizen events improve the flow of production and workplace organization.

· Lean Principles can be the focal point of the Continual Improvement process.

· Paperwork is nonvalue added so thinking Lean prevents you from creating more paperwork than it is absolutely necessary to run, control and improve the business.

· Standard work, a Lean Concept, can provide the framework for developing standard work instructions.

· Lean Visual controls demonstrate the control of procedures and work instructions. Photographs of the various step of a process can be used to describe a process instead of wordy work instructions.

We should conclude that merging Lean and ISO9001:2000 yields a very powerful Quality System.

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Source by Enrique Bekerman

The Key to Lean Recording – 5S For the Home Recording Studio

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Have you heard of something called “lean manufacturing?” It is a method used in business to minimize total system cost without sacrificing quality. That sounds so logical, right? And it doesn’t just work in manufacturing. Any business can befit from lean. That doesn’t stop businesses from NOT doing it. I think this is partially due to how we define the word “waste.” Lean is focused entirely on reducing and eliminating waste in all work processes and areas. Waste is any time, motion or stuff that is not directly being put to use to put your product into a paying customer’s hands exactly when they need it, no sooner, no later. If you think about that for a second, you’ll realize that it is impossible to totally eliminate waste! If a worker sneezes, that’s motion that is not directed to the task. I think it is the idea that with lean, you strive for something that can never be achieved that makes it hard to swallow, at least for western businesses.

Anyway, what is 5S? I’m glad you asked…since that’s what the article is supposed to be about. It stands for: Sorting, Setting in Order, Sweeping Up the Mess, Standardizing, and Sustaining. See? Five words that start with “S.” If you put a 5S program into place in your home recording studio (or any other workplace for that matter), you will find your workflow will be much faster, your tasks will be done sooner, and you’ll spend less money. As I describe this, it will sound like all we’re doing is “getting organized,” which always sounds like a good idea, right? But what is the GOAL of “getting organized.” The goal of 5S is to reduce waste so your product and processes can flow better and faster without reducing quality (quality actually increases!).

Sorting – Pick up every little thing in your home recording studio and decide whether it belongs in the studio. If you have to think for EVEN 5 seconds, then put it outside the room in a taped off area (use red tape) or in a red bin (or 2). That stuff will stay just outside the studio for 30 days. If in that time, you don’t have to go get something back, it should be kept somewhere else.

Setting in Order – presumably you are now left with only stuff you need to produce audio in your studio. The next step is to establish a permanent place for all that stuff. Labeling locations can really help here, especially if stuff is in drawers or on shelves. Pay special attention in this step to optimizing the location of tools and equipment you use every day. For example, since motion is waste, try to set everything up so you can reach it from where you sit without having to get up or move the chair. For example, I set things up, my mic pre-amps, mixer, interfaces, effects, keyboard, microphone, computer, software, blank CDs, and reference manuals in a “U” shape starting on the left of where my chair sits, and going around in a semi-circle in front of me. I can reach all these things without leaving my chair. Trust me, THIS is worth the effort.

Sweeping Up the Mess – This is to make sure that you put stuff away when you’re done with it, otherwise it won’t be there when you need it and you’ll waste time (we don’t WANT waste) looking for it.

Standardizing – If you have more than one person who works in the studio with you, this is more important. Everyone needs to have the same procedures and practices to keep things consistent. Someone needs to be responsible for making sure that your procedures and your workspace continue to support each other. For most home studio geeks, that’s on you.

Sustaining the Discipline – Once everything is in place, you’ll be so happy with your new workplace that it’ll be easy, for a few weeks, to keep everything where it belongs. But as you get busier and busier, this will get harder and harder. If you don’t have a process in place to sustain your 5S’d studio, it WILL fall apart. Entropy will prevail. This is probably the hardest part of 5S.

So what are you waiting for? Grab some labeling tape, some red bins (or tape) and get to work. You’ll be really, really glad you did. Trust me on this.

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Source by Jake Weston

Get Lean and Mean and Stay Looking Good for Life – Book Review

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Are you overweight? Have you noted that every time you try a new diet, it works for a while and then the weight comes back? Do you know friends who just cannot seem to stay on track or lose those extra pounds even though you know it is damaging their health? Would you like to know of a plan that really works, one which makes sense, but also encompasses life style changes?

Well then, it is time for you to lose weight now, but don’t you dare ask me how, rather, let me recommend a very good book that I think you should read by a very popular self-help dietary author, who knows a good bit on the topic of weight loss, diets, nutrition, and exercise all subject you need to know to create the changes in your life to accomplish your objectives and become a better slimmer, thinner, and leaner you. So, without further ado, this is the book I’d like to recommend to you:

“Lean for Life – a Six Week Program,” by Cynthia Stamper Graff, Lean for Life Publishing (self-publishing), Costa Mesa, CA, 2001, 262 pages, ISBN: 0-9777253-0-8.

The author just happens to also be the CEO of one of the largest weight loss centers in the country, and this book starts out with a dozen plus testimonials of folks that had lost well over 50-pounds each, wow. This book is about taking a personal journey, making a change in life-style, and living a fuller, but leaner life because of it. This book is not for anyone that isn’t serious, or refuses to make those changes, all of which will be for the better. It’s not for lazy folks or the uncommitted soul that wants to take diet pills and call it a day, or try the newest crash diet craze of Hollywood. This is for real, and for really serious people. With that said, it is also fun, and the results make a believer out of the readers.

It is basically a two-phase approach encompassing 6-vital ingredients to weight loss. The reader will learn about Ketosis, as it is a major part of this diet plan. The book after educating the reader goes day-by-day and step-by-step as it explains the need for protein, proper calorie intake, carbohydrates, liquids, electrolytes, and the reality behind body mass index charts and graphs, as well as the genetic components of healthy eating. It’s all there, and you will learn tons about how you got overweight, and how to stay thin and trim without crimping your style or ruining the fun in your life.

Every single day there is more to know, more to learn, and you read as you go. No wonder this book and this plan worked so well for so many people. Indeed, this is why I’d like to recommend this work to you, if your previous diets have failed and left you underwhelmed with yourself and the results. Please consider all this and think on it.

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Source by Lance Winslow

Why Is Lean Season the Best Time to Buy Property?

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The best time to buy property in India is considered to be the festive season, such as Ganesh Chaturthi or Diwali, but many Industry sources claim that the Monsoon season could be the best time to invest in real estate property due to less competition among the buyers and monsoon provides a better chance to the home owners for bargaining.

The Merits of Investing in Real Estate Property during the Lean Period:

Better Negotiation:

Home buyers can make problems like leakages during the monsoon months, work to their advantage. They can make use of water logging and leakage problems in a house to negotiate better deals. This is certainly not possible during the dry season.

Quality of Construction:

If you are interested to buy a resale home, monsoon season can prove to be the best time to buy a property. During this season problems like seepage near the bathrooms, ceiling can easily be detected. Heavy rain can expose construction flaws like quality of drainage and plumbing, as well as leakages and seepages better. Monsoon season proves to be the best time to check the quality of home construction.

Discounts:

As the demand for property falls during the monsoon season, it proves to be the right time for the home buyers to invest in buying property. This is the time when the sellers are compelled to lower the price of property to lure the serious buyers. Most of the home buyers in India consider the festival season to be an auspicious time to buy property and thus the sellers offer attractive discounts to perk up their sales during the raining season.

Increased Bargaining Power:

During the lean season like year-end or monsoon, people are busy with their vacation plans and New Year get-togethers and celebrations; as a result the decision of buying property is deferred to a later date. Thus due to lack of serious buyers during these period, home buyers get the advantage of multiple offers from sellers and can bargain with the price of the property.

Infrastructure and Transport:

The experts of real estate market suggest that home buyers should visit the property they are interested in buying during the monsoon season to know the infrastructure of the property and the problems associated with it. Aspects like water logging in that area as well as transportation from the house to nearest bus stand or railway station can be understood better during the raining season. These factors are most of the time overlooked during good weather.

Benefit of Tax Saving:

It is a good idea to purchase property just before the yearend as you can claim some deduction on the mortgage interest, property taxes and the interest tax. Thus make the most of the lean period or yearend to save considerably on the total budget.

Incentives from the Builder:

Yearend is a good time to get incentives from the builder. This is the time when you can ask for custom-built cabinets, designer paint and bathroom accessories as many builders offer attractive deals during the year end to reap more profit before the end of the year.

Flexible Options of Payment:

During the lean period of the real investment market, there are less buyers and this certainly gives you an advantage. The loan agents offer better interest rates on property and help you to close a deal with a fair price.

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Source by Harish Maggon

Five Reasons Why Lean Is So Hard To Implement In Service Organizations

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I spent several years in the military trying to convince leaders to use Lean principles to improve their operations. But even when presented with an action plan based on the Value Stream Analysis (VSA) of a costly process, the action plan was rarely implemented by the very organizational leaders who requested the analysis in the first place.

There always seemed to be resistance to using Lean tools that could have led to some very big improvements. At first, I couldn’t figure out why. But after a while, I started noticing certain patterns in the language of reluctant leaders that pointed to some key underlying causes for resistance.

These causes seemed to boil down to the following:

1. Lack of Understanding of Lean Language

2. “We Are Different Because We Are Not A Manufacturing Organization”

3. Organizational Stove-Pipes

4. The True Cost Of Wasteful Processes Not Measured

5. Mobility Of Leadership Personnel

Lean principles can help organizations improve profitability through improved cycle times, productivity and quality, by removing waste from work processes and systems. The resulting reduction in waste also leads to reductions in operating costs. But Lean was born in the manufacturing world. So some of the core concepts pertain to assembly-line set-ups and still use that language (work-in-process inventory, flow cells, kanban-based pull systems, etc.).

Even so, there are many examples of service companies successfully using Lean tools. One of the largest and well known service companies in the world – Amazon.com – utilizes lean principles. Lean successes are also common in health care, airline operations, software development, and restaurants. Still, adoption of lean principles in service organizations is difficult. Why should this be?

Lack of Understanding of Lean Language

Even though there is a lot of manufacturing lingo in the Lean lexicon, that wasn’t the reason that leaders seemed to misunderstand some of the language of Lean. One problem seemed to be the term “lean” itself! More than one commander dismissed the entire idea of using the tools because they equated Lean with lack of resources – being forced to do more with less. One commander told me that Lean led to reduced capability. What? I was stunned when I heard that one. How could anyone think this? I tried to explain that the opposite was true – that these tools would yield greater capability. But I was not the one who could change deeply held beliefs like this. And it became clear over time that many leaders felt the same. In order to fix something like that, there needs to be better top-down commitment and communication.

Another common misunderstanding was to confuse reduced cycle (or lead) times as faster times – achieved by working faster. This was another eye-opener for me. I mean, do we not often use these terms interchangeably in every day life? If something is accomplished in less time, it is accomplished faster, no? NO! That’s not the goal in Lean, which seeks to improve these times by removing wasteful activities. This often actually allows workers to move more slowly!

Not only is it crucial to understand that reduced processing time is NOT the same as faster, but that misunderstanding alone can stop Lean in its tracks. To those in charge of maintenance operations, for instance, doing things faster can often equate with doing them with less care, which can lead to safety concerns. Again, the only way to fix this is through better leadership education coming from the top.

“We Are Different Because We Are Not A Manufacturing Organization”

That statement was so common that it became the mantra of anyone who simply didn’t want to do Lean. It was as though saying “we’re different from Toyota” was excuse enough to dismiss the entire idea of Lean. There are enough organizations succeeding with Lean that this argument should never see the light of day. And yet it persists. Again, a firm and visible commitment from the top is needed to dispel this notion.

Organizational Stove-Pipes

Services are not as visible as parts on an assembly line. And that can make it inherently more difficult to grasp and apply Lean tools. In addition to that, however, is the strong (one might say “impenetrable”) focus on vertical organizational boundaries. The problem is that service processes inevitably flow horizontally from one “stove-pipe” to the next. And while it isn’t a stretch to convince leaders that operations under their control are their responsibility, it is next to impossible to find someone willing to accept ownership of what happens in between the organizational boundaries.

But guess where most of the waste is? Yup. It’s in between organizations. It’s where a report or a part is waiting to be moved somewhere else. It’s in the time spent in transit, and the time spent in line waiting to be processed at the receiving organization (in-boxes, receiving bays, etc.). All of that waste seems to fall between the cracks. And with no ownership, there is no improvement.

The fix? Build stronger identification of the processes used to create value, and find a way to assign ownership to that process, regardless of how many organizational boundaries it crosses. This is extremely hard to do when the entire culture is based on vertical organizations. As with all the other fixes, this falls to top leadership.

The True Cost Of Wasteful Processes Is Not Measured

This may be more of a problem in government organizations than in commercial ones. Rewards are theoretically based on outcomes, not on costs. In fact, especially when it comes to manpower, cost is rarely known. And the effects of these costs are not felt as pain to the leadership. At least in the commercial world, a company’s success is ultimately measured in profit and loss. Adding personnel increases cost. Overtime increases cost. These are not theoretical numbers. These are dollars and cents being purposely spent. And that will all be subtracted from the bottom line. The wasting of resources should hurt.

But when manpower is assigned in a government organization like the military, or in any organization not measuring manpower cost, there is no increased pain if a commander decides to make his people work longer shifts or weekends. Manpower seems like a free resource! Nobody measures this and nobody is held accountable. So where is the incentive to reduce these costs if there is no hit to the bottom line? The answer is – there isn’t any. Peter Drucker famously said “what gets measured gets done.” So the fix is to measure efficiency – such as in the use (or misuse) of manpower – as well as outcomes. Only then will leaders be given an incentive to make work more efficient.

But worse even than a lack of measurement in this area is rewarding the exact opposite of the behavior you desire. If a supervisor improves the efficiency of work such that fewer people are required to accomplish that work, and as a “reward” for this improvement, his budget for manpower is decreased accordingly, where is the incentive to become more efficient? Not only is there no incentive, but a supervisor in that case is actually rewarded for continuing to be inefficient. Again, the fix is simply to change the reward structure to drive the right kinds of behavior. And who can change reward structures based on budgets? Why yes. That would be top leadership again.

Mobility of Leadership Personnel

When leaders are moved into a different organization every 2-3 years, it is difficult for them to invest in anything long-term for any one of those organizations. This mobility of personnel is common in the military and other government organizations. But large corporations are also often given to a similar rapid turnover in leadership.

If leaders can only be held responsible for results that occur in a 2 or 3 year period, where is the incentive to invest in any type of initiative that may not bear the best fruit until year 3 or 4? You know the answer. And this lack of incentive is made worse by the sure and certain knowledge that any programs put in place will likely be undone by the one who comes after. Again, the system runs counter to the implementation of Lean principles. And the fix is for top leadership to provide such a strong culture of Lean operations, that the systems survive the rotating personnel.

So there is my list of the five biggest barriers to Lean implementation in a service organization. My direct experience is with the military, but these problems exist in many other types of service organizations as well. Interestingly (but perhaps not surprisingly), the solutions to these problems lie with top leadership. If they are not committed to Lean principles, and seen to be so, then it will likely remain difficult or impossible for any organization to implement any kind of Lean initiatives.

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Source by Ken Theriot

Transitioning to Lean Manufacturing? Benchmark Your Progress

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Having spent the last twenty years helping companies make the transition to “Lean”, we’ve seen a wide range of methodologies, and a similar wide range of results. The purpose of this article is to provide you with a benchmark and a methodology with which you can compare your own results with those of world class organizations.

An effective lean transition generates almost immediate global bottom-line results.

Within 9-12 months you should expect:

* Cash Generation via permanent inventory reduction of 20-40% of total inventory $’s (typically millions of dollars)

* Lead Time Reduction of 40 – 60% of overall lead times.

* Delivery Performance: Near Perfect 98% +

* Quality, Productivity, Profitability: Quantum tangible improvements

* Internal Facilitators Trained & Process Documented

* A Continuous Improvement Process, Procedure, and Culture Firmly in Place

* Natural Work Teams formed, goals established, progress tracked

The critical point is that an effective “lean” transition produces significant GLOBAL results, not just “pockets” of performance. We speak with companies all the time. They tell us “we’re already doing a lean transition”. Yet, when we ask them what kind of results they’ve gotten, this is the sort of response we get:

* Pockets of Excellence: “We’ve had outstanding results in the xyz area”. However, when you probe a little further you find that the effect to date on the entire company bottom line is undetectable.

* Unfocused Training: “We’ve put all 400 of our people through two weeks of lean training. Our in-house ‘trainers’ have all been through extensive coursework and are now lean certified.”

Ask the same question: What’s the impact been on the total company bottom line? Dead silence.

* “Study” In Place of Action: “We’ve documented all of our processes. We’ve flow charted. We’ve Value Stream Mapped. We’ve done standard-work studies. We now have an entire 3-ring notebook full of data.” What’s the impact been on overall company well-being? Virtually no change.

* Solutions Looking for a Problem: “We’ve 5-S’ed six different areas. We’ve got teams in place. We’ve done a multitude of kaizen blitzes. …”. Lots of activity. No direction. Result? Minimal impact on the bottom line.

If your Lean or Six Sigma transition process is producing lots of “activity” with little bottom line substance, it may be time for a new direction. A lean transformation process that rapidly generates mega results requires not just top management “support” but top management understanding and commitment as well. It also requires a simple control mechanism that allows top level executives to monitor, support, and control the process.

The most effective way to do this is to require that top management establish a commitment to corporate level tangible, measurable results. This typically involves setting mid-range (12-18 month) quantified end objectives, as well as agreeing on the targeted rate of progress, i.e. goal curves.

Progress against these goals must be continuously monitored. This is done through formal monthly top management reviews. Cause and Corrective action are required whenever the goals are not being met. People must be held accountable. Measurement and reward systems will also likely need to be adjusted.

If this sounds a lot like management 101, it is! Is it easy? No. Can it be done? Absolutely! The critical difference between a world class lean transition approach, and most traditional methods is this:

BUSINESS GOALS drive the process!

Tasks are performed, classes are held, techniques are applied, blitzes are targeted, etc. so as to accomplish the goals. The tangible objectives desired by top management are achieved by applying the lean tool-set as and when needed. Kanbans, 5S, TPM, SMED, Six Sigma Events, Area Blitzes, etc. are a means to this end. They are NOT an end in and of themselves. Do not allow your lean transition process to lose focus on this critical point.

Now is the time to “lean” your lean-transition process.

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Source by Jack Harrison

Quick Outline To Achieve A Lean Body

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There is a simple outline you can use to turn from fat to lean. This is just the outline, but a useful tool for you to begin your journey to lean. Add in your specifics that work with your body type, weight, and desired outcome and you are ready to start.

Exercise Factor:

Exercise is one of the most important factors that will help you out and it’s not too tough. But you need a well planned routine and strictly following that routine. In many cases, this routine would not be exhaustive; it’s just all about working in a perfect manner and consistently.

You should take guidance from your personal trainer or do research to know what exercise routine helps you to burn out your fats quickly. But, keep this fact in mind that fats can’t be directly converted into muscles. So, while exercising you need to do both weight lifting and cardio exercises regularly and consistently. Cardio exercise is for quickly burning out your fats and weight lifting for building body muscles into shape. There should be a perfect balance between both cardio exercises and weight lifting as both of them are equally important in this journey of building lean muscles.

Most crucial point to keep in mind is that muscles are responsible for burning fats. Thus, more the lean muscles you have, more your fat is burned and you are successfully leading towards your journey from fats to lean muscles. Thus, regular exercise will help you a lot in building body muscles.

Now, exercise plays a major role in removing fats; but it’s not the only factor. Changes in the diet are also important. The following points highlight how the diet factor is important in building body muscles.

Diet Factor:

Proper diet is necessary for building your body muscles. Proper diet means to know how many calories are necessary for building muscles; and to take that much calories in diet. This acts as “building blocks” for your muscular development.

You should also take care about food that you are eating. It must have enough quantity of proteins, carbohydrates and minerals. A great bodybuilding diet is a balanced diet consisting of 40% carbs, 40% proteins, and 20% good fats. All these nutrients are “building blocks” and play an effective role in building muscles. Depending on whether you want to gain muscle and bulk up or mainly lose body fat, you will adjust your calories upwards or downwards accordingly.

Drinking a sufficient amount of clean filtered water every day is also important. An accurate level of hydration is important for muscular performance. It is advisable to drink every day, ½ gallon (i.e. approx 2 liters) of clean water. The benefits of water hydration also include water keeps you regular and reduces fluid retention. Too little water tricks your body into thinking their is a shortage and begins to store it up. If your sodium intake is high then you will need to drink even more water to dilute its concentration.

Body restoration is the last part of this outline. Techniques to be aware of include contrast showers, ice message, deep tissue treatments, stretching and rest. This step completes the full outline and you, and your body, will be ready for its next session.

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Source by Toni Grundstrom

Defining the Truths About Building Lean Muscles! Are Lean Muscles Really That Hard to Build?

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A lot of books, journals, and articles have been written about muscle building, but none of them have yet logically defined the truth about building lean muscles. Let us look at defining the truths about building this type of muscle. Are they based on wisely crafted ideas, imaginations, and deep abstractions or something much simpler?

 First of all, we have to agree that muscle building is not easy. Following a great routine takes a lot of physical and mental concentration and this can be considered work! So, one of the truths about building lean muscle is that it depends on your motivation and dedication to your goals! These components are absolutely vital when following a routine that builds this most prized type of muscle mass. Just going into the gym and lifting heavy weights is not enough. So, keep in your mind there are just merely two key things that will determine your success or failure. These are motivation and dedication. That’s it!

 Secondly, you have to strongly keep in your mind the truth about nutritional diets and how important they are to your lean muscle building goals. Good nutrition and in particular, proteins, are immensely important during the process of reaching your goals. The most beneficial foods for building this most sought after type of muscle mass include: Beef, chicken, fish, veggies, fruits, beans, Soya beans, seeds, juices, whey protein, nuts, cottage cheese, honey, rice, milk and yogurt. If you really want to have great results then do include hordes of proteins when following your bodybuilding program.

 When you lift weights, keep in mind one of the biggest secrets of Arnold Schwarzeneggers for building lean muscles. This is what he called, “mind-numbing” and requires that you mentally get in a “zone” that doesn’t let your sub-conscious talk you into stopping early or fudging on your routine! You have to perform 8 to 12 reps of each workout in the gym with good form to have success! Controlling your mind will greatly determine how quickly you reach your goals!

 Last but not least, take lots of rest and get proper amounts of sleep when following any bodybuilding program. This will help you a lot in relaxing your body muscles which lets them grow and your muscle mass will become greater sooner!

 So, we can conclude that the truth about building lean muscles includes four dynamic, but simple concepts. These are proper dedication and motivation, following a great diet, getting plenty of rest, and finally developing your mind-numbing abilities. Moreover, as you strive to reach your goals by following these truths you will gain many more overall benefits for your body that include, a stronger cardiovascular system, faster metabolism, better kidney functions, stronger liver, and a general boost in your overall psyche ability. Besides, you will also become quite gorgeous, sexy, and highly attractive if you follow these truths about building lean muscle! 

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Source by Max Jungmier

Lean Six Sigma Benefits Pharmaceutical and Biotech Industries

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The processes used by P&B companies may be quite different from that of other types of manufacturing and services industries, but that has not dented the applicability of ‘Lean’ concepts – because ‘Lean’ makes way for reduced costs and improved quality, which have universal applicability, especially in today’s highly competitive globalized world.

For better understanding, let us discuss some of the critical areas where ‘Lean’ concepts and methodologies can be successfully implemented in pharmaceutical and biotechnology companies.

Drug Research and Development (R&D)

Research and development is the backbone of every successful P&B company, and since R&D costs form a major chunk of the overall costs of such companies, it makes sense to deploy Lean concepts in R&D. By using time-tested Lean concepts and statistically sound methods, P&B companies can easily achieve the desired objectives such as identifying processes that are critical to the drug discovery and development, assessing the applicability of new processes and streamlining existing processes.

It is necessary for P&B companies to achieve these objectives because it is only then that they will be able to make way for increased capacity utilization, increased productivity, reduced drug failures, and the best possible use of existing staff, facilities and resources.

Cycle Times

Increased cycle times can easily hamper the successful launch of new drugs and other clinical products, technologies and applications, because in today’s highly competitive P&B industry, getting the advantage of being first makes all the difference between success and failure. If a P&B company is infested with increased cycle times, it will not be able to make the first moves and chances are also high that competitors will come in to take its place by offering something very similar.

This is why it is necessary to use Lean concepts and methodologies such as ‘value stream mapping’, and ‘process modeling’ that not only help in reducing cycle times, but also help in reducing operational costs and improving operational efficiencies.

Defects

The defect or failure rate is probably the highest in P&B companies because drug discovery and development is still a gray science, wherein even small variations can have a huge impact on the final outcome. If standardized tools, techniques, processes are not used, it will become quite difficult for P&B companies to develop the desired drug or other clinical products.

‘Lean’ concepts such as DFSS (Design for Six Sigma) can help because they make use of time-tested scientific and statistical tools that automatically reduce the probability of human as well as process errors.

For better results, P&B companies should start with small ‘Lean’ projects that can be implemented with minimum costs and resources. They should give the go ahead for organization wide ‘Lean’ deployments only when the initial project starts to deliver the desired results. Better still, they should wait a little longer, preferably four to six months, before giving the final go ahead. This way they will be able to ensure the applicability of the selected ‘Lean’ project.

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Source by Tony Jacowski