2010-Feb: Operational Excellence by Design eNewsletter
XONITEK eNewslettr | February 2010 |
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Too Big to Fail?
When does a company become too big to fail and by what standards? How can the casual passer-by – not to mention the learn’d industry or government analyst – tell when a company poses too great a risk?Can a government or global / regional economy become too big to fail?If so, then what? In the United…
The Brand: What is it and How Important is it? Part 6
This article describes and diagnoses the following elements of the Brand Index and how in this new world it can be a significant competitive advantage. The shock wave of change The impact to the brand The importance of brand The ingredients of the brand The strategy to manage it And The analytical ingredients The value…
React, Analyze, Act
Every once in a while, a sense of unease comes over me as if I have become untethered and feeling adrift from what I know.Not to be confused with the near euphoria I feel when I embark on an adventure into some unknown, this feeling of being detached is somewhat cold and comes with it…
The Fault Lies Not in the Stars, but Within Ourselves
I hear all too often from professionals in Continuous Improvement how “Senior Leadership does not give me the support I need”. Some go further by making the claim that “Senior Leadership just doesn’t understand”. And some go further still and make the suggesting there is a conscious, if not curious, effort by senior leaders to sabotage…
Compete on price, go out of business.
I spend a lot of time in the world of “Continuous Improvement”. I speak on the subject at Conferences and Universities around the world. I write articles about it. I am even on the Editorial Board of the Lean Management Journal. So I guess that I spend more than just time, I am thoroughly invested…
The Need for Effective Reactive Improvement
In order to achieve Operations Excellence, organisations need to be good at both Reactive and Pro-active Improvement. Unfortunately, many organisations are so focused on Pro-active Improvement through their Lean, Six Sigma and TPM initiatives that they lose sight of the importance of effective Reactive Improvement. I often refer to Reactive Improvement as ‘below the line’…