Finding opportunities in production

In production, management’s task is to effectively schedule the multitude of component processes that run in series or in parallel. In operations that are process-oriented, management must schedule resources and output around

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The real value of “5S”

5S is a Japanese workplace organization methodology that is typically part of most “lean” programs. There are a few variations of how to translate the original five Japanese words.

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Why happy customers aren’t enough

Over the years we’ve done a number of studies to try to help our clients find out what their customers think of them. These types of studies are often packaged under the

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The red flags of management system changes

Management system changes often entail tightening up the planning standards that are used to schedule the operations, and then providing managers with tools to control, monitor and report on attainment to the plan.

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The red flags of process changes

Implementing change requires re-configuring processes – and modifying the management systems and behaviors that need to accompany them. But as anyone who has ever tried to instill change knows, maintaining those gains can be very difficult

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The insidious nature of complexity

You simply can’t be great at everything. There are not enough hours in the day, and companies would come to a grinding halt if they managed entirely by this edict.

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Variability is difficult to manage

One of the things we look for when we examine organizations is the degree of variability present. The more variability, the harder it is to manage. Variability can be both inherent in the nature of the industry and it can be self-imposed through policy or errors.

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The office can learn from the shop floor

The basic principles of management don’t change from industry to industry, or one environment to another. In many ways, the shop floor has been a leader in management practices.

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