Kees Zeelenberg

The demand for food in the United States and The Netherlands: a systems approach with the CBS model

We analyse the demand for food in the USA and the Netherlands in the period 1929-88, using a differential consumer demand system, the CBS model, and we compare our results with those of Tobin. For the USA we find an income elasticity of 0-75, both in budget-survey data and in time-series data, which is higher than those found by Tobin, and an own-price elasticity of -0 45. For the Netherlands we obtain an income elasticity of 0-35 in time-series data and 0-65 in individual budget-survey data and an own-price elasticity of about -0 20.

Firm size and the demand for energy in Dutch manufacturing, 1978–1986

As in most other industrialized countries the oil price shocks in the seventies led to major rearrangements in the production processes in Dutch manufacturing. The substitution of (expensive) energy consuming processes by less energy intensive ones is analyzed by means of a dynamic equation, relating the energy demand to the level of output, the price of energy and the prices of other inputs. Using a rather unique data set, consisting of panel data pertaining to several thousands of manufacturing firms, it is found that large firms can reduce energy costs more than small firms.

Lean Six Sigma at Statistics Netherlands

At Statistics Netherlands (SN) we have embarked mid 2014 on a large institute-wide program to implement Lean Six Sigma (LSS) as the standard method for optimizing operational processes. In general, the points mentioned by McSweeney and Moore [3] are very familiar to us; both intentions and the first striking results but also the issues we encounter. In particular we recognize the importance of the support of the director general and the senior management, LSS has at SN. The combination of a bottom up (enthusiastic belts) and top down (committed management) approach was very fruitful for SN. In the following comments we will complete the picture of the use of LSS in a statistical agency from our experiences. The goal of introducing Lean Six Sigma at SN is to enable the organisation to carry out process improvement of operational processes in a structured manner and to build a culture of continuous improvement in which process optimization is obvious and routine. Process improvement should make a significant contribution in coping with the efficiency targets, and being able, despite these budget cuts, to keep up quality and free up resources for modernisation. To this end, a training and awareness program of 15 Black Belts, 80 Green Belts, 175 Orange Belts and 80 Champion Belts has been commissioned and is being executed in “waves” of about 4 months. The trainings program will run well into 2016. Basic principle is that education and practice go hand in hand.