Lee Cockerell is a well-known figure in the world of magic, but not in the way you might think. He is not a magician himself, but rather a former executive at Disney who played a key role in manufacturing the magic that the company is so famous for. Cockerell joined Disney in 1990 and quickly rose through the ranks, eventually becoming the Executive Vice President of Operations for Disney World. In this role, he was responsible for overseeing the day-to-day operations of the park and ensuring that every visitor had a truly magical experience. One of Cockerell's main insights was that the Disney magic was not just the result of individual moments or experiences, but rather a carefully crafted and orchestrated system. He believed that every aspect of the guest experience had to be meticulously planned and executed in order to create the desired magical effect.
(And may I just say, while I perfectly buy the theory that the “chicken legs” on Baba Yaga’s house were inspired not by actual chickens, but by stilt houses whose stilts do, at a distance, look like bird legs—birds that could, I guess, be chickens—I prefer to think that Baba Yaga is just awesome enough to use actual chicken legs, not “at a distance, these could be chicken legs,” for her house. Especially since that explains just how her house can walk around.)
But I did see the pictures horrific images of a person more skeleton than person, really, reaching out with clawed hands towards terrified children; tiny bizarre houses resting on could those be bird feet. After five years of filmmaking and a need to sell a film in a way that she was not comfortable with, Oreck realized there was an effort to return ratio that just didn t make sense.
He believed that every aspect of the guest experience had to be meticulously planned and executed in order to create the desired magical effect. To achieve this, Cockerell focused on three main areas: people, processes, and performance. He believed that the key to creating magic was to hire and train the right people, develop efficient processes, and consistently deliver outstanding performance.
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Cockerell put a strong emphasis on hiring the right people, as he believed that they were the foundation of the Disney experience. He looked for candidates who were not only highly skilled, but also shared Disney's values and had a passion for creating magic. He also believed in investing in training and development to ensure that every employee had the skills and knowledge needed to deliver exceptional service. In terms of processes, Cockerell believed in constantly looking for ways to improve efficiency and eliminate waste. He implemented a number of initiatives to streamline operations and reduce costs, all while maintaining the highest standards of quality and customer service. Finally, Cockerell believed in setting high performance standards and holding employees accountable for meeting them. He believed that excellence should be the norm, not the exception, and that every employee had a role to play in creating the Disney magic. Cockerell's approach to manufacturing magic at Disney was highly successful. During his tenure, the company saw major improvements in guest satisfaction, employee engagement, and financial performance. His approach has since been widely studied and emulated by other companies looking to create their own magic. Overall, Lee Cockerell's approach to manufacturing magic at Disney can be summarized as a focus on people, processes, and performance. By hiring the right people, developing efficient processes, and setting high performance standards, he was able to create a truly magical experience for Disney's guests..
Reviews for "Sustainable manufacturing practices: Ideas from Lee Cockerell"
1. John Smith - 1 star - I was really disappointed with "Manufacturing magic with Lee Cockerell". The book promised to deliver insights on how to create magic in manufacturing, but instead, it was just a collection of generic leadership advice that can be found in any other business book. There was no depth or unique perspective on the manufacturing industry. I felt like I wasted my time and money on this book.
2. Emily Johnson - 2 stars - I had high expectations for "Manufacturing magic with Lee Cockerell", but it fell short for me. While there were some interesting anecdotes and examples, overall, it lacked practical advice and actionable steps for implementing magic in the manufacturing industry. The book felt too surface-level and didn't provide the in-depth insights I was hoping for. It may be useful for those new to leadership and management, but for someone with experience in the field, it was a letdown.
3. David Thompson - 2 stars - "Manufacturing magic with Lee Cockerell" didn't live up to the hype for me. I found the writing style to be repetitive and the concepts to be oversimplified. It felt more like a motivational book than a practical guide for improving manufacturing processes. I was hoping for more specific strategies and techniques, but instead, it focused on general principles that are widely known. I wouldn't recommend this book to someone looking for in-depth and practical knowledge on manufacturing improvement.