Are You Working to Best in Class Performance?
Are your operations achieving best-in-class operating performance? As corporate earnings continue to show good growth and the great recession falls further into the past, adverse results may be creeping into operating performance levels while businesses emphasize top line growth. Understanding what best in class performance is for today’s operations and how our improvement efforts affect key…
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’ improvement…
Lean Management Journal – “It’s a Marathon, Not a Sprint” by Joseph Paris: March 2014
“It’s a Marathon, Not a Sprint”, by XONITEK’s Joseph Paris discusses the perennial problem of attempting to apply lean strategies, whilst failing to engage in honest conversations that ensure the company works in unison. Published in Lean Management Journal in the March 2014 issue. Download PDF
Want Change to Succeed? How to Improve Your Chances
Why is it that so often the expected level of performance improvement from a process or system change is not fully achieved? Is this because the change manager fails to fully understand the interaction between the individual, the current process and the established organization? It is essential that the change manager fully understands how the individuals…
Are you High Mix and Low Volume? Do you have poor forecasts? PA can still help – with a few tweaks!
Introduction: The authors were faced with a mounting problem: Sales forecasts were continuing to deteriorate and Corporate was mandating a traditional application of Sales & Operational Planning (S&OP). This application relied on forecasts and static data. Static data is sufficient where forecasts and run-rates are consistent, though that is simply not the case in the Business…
It’s a Marathon, not a Sprint
We have often heard of Lean being described as a “Journey, not a Destination” – in that the pursuit of an optimal business condition is what is important and that an ideal state is never to be realized. So how is it then that so many journeys are abandoned or fail to realize their potential –…