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And today we're going to be talking about shopping for shoes online. Another advantage to online shoe shopping is the fact that there are a lot of ways to customize shoes that you wouldn't be able to do otherwise from a store. Nike specializes in customizing shoes online. It's something that they latched onto early on in the internet area. And they have been doing since. What they do here and what other online manufacturers do also is you start with a blank shoe. Nike has it where you can pick the color that you are going to want in the shoe. We'll pick yellow. And then it takes you to the next part of customizing your shoe, building your shoe as they say. You can pick various colors and it will show you what it is like if you change it up. Now we have it red and blue. You can even change the stripe down the middle so it's red, white and blue and have a shoe that is very American. Bare in mind you can really only do this at the manufacturers' sites directly. This isn't something you can do on retailer's sites. So be sure, if this is something you want, that one, it's within your budget because it is more expensive and two, you are willing to wait 4 6 weeks for it to show up. Nike Air Jordan 6 VI Retro Olympic White Grey Red ,338153 991 Nike Air Jordan 3 III Retro 2001 Black Cement Grey 616750 600 Nike Air Foamposite Pro Area 72 414571 003 Womens Air Jordan 13 Infrared Black Infrared 23 Black Air Jordan 5 Premio Black Black Metallic Silver 338153 991 Nike Air Jordan 3 III Retro 2001 Black Cement Grey Nike Air Foamposite Pro 384664 107 Woman Size Air Jordan 6 White Sport Blue Black 308308 141 Nike Air Jordan 2 II Retro Carmello Anthony Melo White University Blue Varisty Maize Nike Air Foamposite One At first, women wore high heel to look good and to have taller feel whereas men used to wear it in the court and for social status. It is not surprising that various style and variety are available in these Elevator Shoes as many brands are manufacturing them to capture the attention of fashion buyers. Elevated shoes are developed with best care and built in with Shoe Lifts. This technique will help shorter people who ar . There is NO authentic production plant within the United States and any sort of retail store that says they are selling real UNITED STATE made Air Jordan footwears are in truth selling you an eliminate and if you buy from a home business that says this they will certainly as a matter of fact scamming YOU. Via the moment Anne Klein an . Dont you think that the very idea is irritating? But you will surely agree on one thing in this discussion; your shoes are as important as your dress. Hence, you must know how to take care of your footwear so that they do not hamper your appeal. Remember one more thing here, materials used in shoes vary. Consequently, the maintenance regimes of shoes vary in accordanc . A right pair of shoes works wonders if matched appositely with outfits. A right pair gives extra appeal to your outfit and makes you look impressive and stylish. It is all about finding a perfect match, so let us find out what kind of shoes go well with which kind of outfit. Usually men love being casual. Denim jackets, stylish jeans, cool t shirts, short shirts a . But with lower placed veil worn at the nape of the neck, a diamante comb or floral headpiece will look good. Don't fall in love with a particular pair of wedding shoes before you buy your bridal gown. If you have decided to have two pa . The majority wear charcoal lace leather shoes matched by using charcoal tuxedo. Purple shoes are usually in adult females, if worn around high heeled pumps because of a leg length cocktail apparel. Even yet in a cubicle, grayscale red boots and shoes never deprecate. This pair of colors are good on hobby shoes in addition. Yet , during the intent being detailing the best way grayscale red b . Think of it some 30 or 35 years back, if somebody had told you that you can bring a whole Showroom of dresses into your drawing room virtually, you would have laughed. Shrugging your shoulders, you would have dismissed that idea, as if coming from some nuts. But today that magic has really happened. Sitting comfortably at home before your computer screen, you can, by the snap of fingers called clicking the mo . Radical transformation was made due to the after affects of the war. Men's fashion of that age was called as age of jazz, because people got used to taking things on edge. Three piece suit was the daily formal attire of upper class men. However, the new generation seemed to be interested in getting a bit casual in their dressing and the trend of hip hop or baggy six pocketed wide legged trousers. The suits also changed in the course of time . You all must have heard that tuxedos are the most favored and most wanted clothing for the wedding occasion. Among all the wide range of varieties, black tie tuxedos are the best wanted and adaptable. Nike Air Jordan 6 VI Retro Olympic White Grey Red,Gluttony: Everything is a 1 Priority If done correctly, Quality Management represents a major change initiative for an organization. As in any change initiative, the leadership team's time and actions are integral to its successful implementation. They provide the focus and catalyst required for success. If Quality Management is not assessed by the employees as a leadership team priority, nothing of significance will happen. Other priorities like increasing yields, reducing cycle time, reducing costs, reducing inventory, etc., will compete for their time. People might attend the quality education classes. They may begrudgingly attend improvement meetings. But no measurable business results will occur since their focus at all other times of their day will be on other issues. Many leadership teams have never spent sufficient time to consciously rank their priorities; to achieve consensus at a gut level. Therefore, each leader will send different messages and different levels of intensity regarding priorities to the rest of the organization. This leaves the rest of the organization to decide where to spend their time based upon their perceptions of what's important. How do they decide what's most important to the leadership team? They watch where the leaders spend their visible time and where reporting is required. In other words, under what conditions do your people see you most frequently? What do they have to report activity on regularly? In most organizations, the answer to these two questions is not "quality improvement." So the leadership team lusts after results in quality improvement without preparing the ground from which it must spring, and without their personal nurturing and care. Instead, the quality management initiative should be seen as the umbrella under which all improvement activities are conducted. There should be no doubt in anyone's mind that quality improvement is the number one priority. All other activities are measurable goals, or milestones, toward improving quality. Reducing inventory by 25% is a goal. Reducing costs by 10% is a goal. Most company leaders are anxious for immediate results. They see the potential of a quality initiative but few see the journey ahead for the long, arduous task it will be. They see where other organizations like Motorola are producing outstanding quality results. They visit companies like Motorola to learn their secrets. They search for the "silver bullet" or a series of "tips and techniques" to make their process easier. Their biggest mistake is wanting Motorola's current results without traveling the ten year journey that Motorola had to travel. Without these elements in place, the results from the quality initiative don't materialize. And, if management hasn't learned a fundamental concept of quality management, when the results don't materialize, the people are blamed. Too many managers, who have not internalized a basic concept of quality management that "the work processes are to blame for problems, not people," operate with the mindset that people are the reason quality is lacking in products and services. Therefore, a lack of progress toward improvement is viewed as a direct result of failure on the part of people to do what must be done. This assumption leads to punishing people. Then, because of the resultant punishments, people tend to hide problems from management or blame other people or departments for the problems. A business improvement effort, like Total Quality Management, requires the conscious designing and molding of a company culture where people freely share problems and where leaders have a commitment to resolving them. This can only happen when people are convinced that problems will be attacked, not the messengers. The attitudes and actions of employees are a direct result of direct management action or a lack of action at appropriate times. When a manager fails to see their direct impact upon the employees of the business, everyone else's employees look more highly motivated and better educated. Envy and Excuses: But, We're Different The leadership team always believes they are committed to the quality improvement process. On the other hand, they also believe they are unique. Based upon this assumption, they envy the results of other organizations that they perceive to be "easier to run." They lament the time it will take them to accomplish results since their business is so much more complex than others who have traveled the quality improvement journey. They envy others but are incapable of seeing the efforts taken by others to achieve results. Bottom line, not all leadership teams have the commitment they think they have when faced with the challenges of quality improvement. They start to make excuses for the lack of results. These excuses lead to a downward death spiral for the quality management process. Quality improvements are the direct result of the level of perceived management commitment to the initiative. Dramatic improvements are a direct result of articulated bold goals and the active participation by the company's leaders. Leadership teams which excel at leading improvements don't make excuses they make plans. They monitor progress and results. They are actively involved in achieving results. They celebrate success. They see quality as an investment, not an expense. Many manufacturing companies make million dollar decisions regarding the acquisition of new equipment, but wouldn't consider spending the equivalent money on their only renewable asset: the people. They look at the initial expenditure for quality training as an expense where little return is expected. The "first cost" attitude leads them to make decisions which handicap the ability to make improvements. They turn over the development of training materials to internal people who have very little practical experience in creating change or improvements within an organization. Or, they might steal materials from consulting firms who have an established methodology for success. They might even train with a consultant and "save" money by not using support during the implementation phase of quality improvement. What is needed for success is a "return on investment" attitude. Return can be quantified for a quality improvement process. Take a look at the organization today. How much money is being spent in returns, rework, scrap, customer complaints, credit memos, customer incentives, duplicate work, problem solving, fire fighting, on site service, repairs, lost business, union disputes, absenteeism, overtime, etc.? These all represent the potential return on the quality investment. With this figure in mind, better decisions can be made regarding launching and sustaining a quality improvement process as an investment in the future health of the organization. However, many organizations invest heavily in quality improvement activities or consultants and receive little result in return. Those organizations have leaders who "talk a good game" of quality improvement, but take little personal action to realize the return on investment. Many quality initiatives begin with a big bang! The leader of the company announces a commitment to quality improvement. They unveil a quality policy and plaster it on every company wall, business card and paycheck stub. They announce a Quality Director or similar position. They fund a quality education effort. Then, it's business as usual. Employees have seen this leadership dance before. They eat the free donuts and listen half heartedly to the speeches of commitment. Then, they return to their jobs. What happens almost immediately? Because the plant has just spent an hour or two in the quality kick off meeting, production is behind schedule. Speed soon becomes the single most important variable of the employee's job, quality be damned. Bottom line, if it's perceived to be important in an organization, it gets done. If quality is only a line in an executive speech and not the watchword for the leader's every action and deed, it won't happen. More money wasted. More people jaded to new ideas. And, a harder time next time to convince people of the leadership's commitment to anything. What's needed is expressed best by Don Godshall, regional sales manager for THARCO, a packaging solutions company, when he says, "Without leadership we would have gone nowhere. Without people saying 'you will attend the meetings,' 'it is a priority,' 'you will take the time,' 'why isn't this being done?' 'where is the action request?' if that hadn't happened on an ongoing basis from the president, vice president and quality coordinator, this thing [quality improvement process] would have died. I don't doubt that for a second."

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