Okay, we know that ‘Operations types’ focus on production, yield, shipping/receiving of raw material, scheduling, and more production. They figure their job is to make product, and more product, and continue making product according to the Master Schedule (at the required yield level) in order to make their numbers for the day/week/month. And they are…
Those of us who are familiar with Continuous Improvement programs have undoubtedly heard references made to a “burning platform”. We have come to understand that this is a metaphor for a crisis situation and, along with it, the sense of urgency that is necessary to effectively react and overcome the crisis. If you “Google” the…
You’ve launched your continuous improvement (CI) initiative. Product lines have replaced process villages. There’s more floor space. Supervisors and executives are closer to the gemba after experiencing 5S, visual factory and Managing for Daily Improvement. Standard work has made abnormalities more visible, and Six Sigma methodology has corrected problems that have plagued the operation for…
The success of improvement programs in most organizations not only impacts their competitiveness, but in many cases also their survival. Programs like Operational Excellence, Lean Transformation, Process Re-engineering, Cost Reduction, etc., are launched with a lot of fanfare, but sadly, they either die an unnatural death after some time or become painfully slow. Much care…
I see many questions asked regarding the development of a BE /OE/CI/LSS (Business Excellence Operational Excellence/Continuous Improvement/Lean Six Sigma) program. There is no right or wrong answer since every business is different. However, I wanted to share my experience, thoughts and some options as it relates to multi-national organizations. Hopefully you will find them useful….
