As the sun traverses the heavens ever higher with each and every day, winter has finally been forced to release us from its frigid embrace. With every passing day, the mud gives way to green grass, the trees burst with the youthfulness of light green leaves, fruit trees are in full blossom and abuzz with…
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…
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’…
“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
“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
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…
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