In a global marketplace, companies have a primal motivation for continually improving the value-proposition of their offering. They have to outpace the competition and offer more and more, for less and less, otherwise risk losing the customer. To meet these demands of the customer requires that companies constantly seek to increase the velocity of throughput…
Many complex manufacturing businesses have come to understand that operational excellence is an on-going process in which companies strive to produce better results. It has an inherent collaborative nature and typically includes participation from all parts of the organization. But the challenge in manufacturing today is that the metrics upon which the business silos of…
It can be difficult to succeed in implementing Lean transformation and improve a company’s metrics over 10 percent. Particularly when managerial behaviours don’t follow this transformation. In fact, in a Lean environment, managerial behaviours and the company’s culture have to change in order to sustain results. Especially supervisors & team Leaders. Below is a list…
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’…
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