Avoiding Catastrophic Failures in Process Improvement

First Friday Book Synopsis

Here is an excerpt from an article written by Brad Power for the Harvard Business Review‘s “The Conversation&# series. To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here. * * * Do you have a process improvement [.].

Tactical Execution Best Practice 7c – Are You Thinking Lean? The ‘Wastes’ of Execution: Inventory

Strategy Driven

Making effective improvements to execution of your operations team requires not only understanding of the technical requirements to manufacture, maintain, or modernize your operations line for engineered efficiency improvements, but also understanding what portions of your operations are considered to be non-value added (see StrategyDriven article, Tactical Execution Best Practice – Target Non-Value Adding Work to Improve Efficiency ).

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Tactical Execution Best Practice 7a – Are You Thinking Lean? The ‘Wastes’ of Execution: Overproduction

Strategy Driven

Making effective improvements to the execution of your operations requires not only understanding of the technical requirements to manufacture, maintain, or modernize your operations line for engineered efficiency improvements, but also understanding what portions of your operations are considered to be non-value-adding (see StrategyDriven article, Tactical Execution Best Practice – Target Non-Value-Adding Work to Improve Efficiency ).

Tactical Execution Best Practice 7b – Are You Thinking Lean? The ‘Wastes’ of Execution: Transportation

Strategy Driven

Making effective improvements to execution of your operations team requires not only understanding of the technical requirements to manufacture, maintain, or modernize your operations line for engineered efficiency improvements, but also understanding what portions of your operations are considered to be non-value added (see StrategyDriven article, Tactical Execution Best Practice – Target Non-Value Adding Work to Improve Efficiency ).

Quality Team and Leadership Development

Mike Cardus

It signifies the talent of bringing people together and getting them to effectively work towards a common goal, to co-operate with each other, to rely upon each other, to trust each other. Quality Leadership Development from Michael Cardus. I’ve delivered variations of this workshop and talk at conferences and to teams in many places.

6 Silent Productivity and Profitability Pitfalls, part 5 of 7

Strategy Driven

But we have come to tolerate the illusion that the essential matters of work can be invented, managed, and sustained through the creation, storage, retrieval, display, and publication of information. Contemporary information systems are blind to many of the key drivers of productivity and have consistently failed in their quest to integrate the diverse operations of a company. Silent Killer #4: Worship of Information.

3 Reasons for less than desired results with team building training for Manufacturing

Mike Cardus

Front line employees need hands-on real time concrete process training to improve their work in a day to day operations. Managers find something wrong (i.e. In what ways can Managers, employees, and trainers work to improve the results? Corporate Team Building Team Building front line team development lean leadership manfacturing six sigma team building

6 Silent Productivity and Profitability Pitfalls, part 1 of 7

Strategy Driven

Unfortunately contemporary management theory and practices have ill prepared us for our current reality. So where Ford incorporated everything into one integrated mega-plant, Ohno designed operations for a network of factories. We must now focus our attention on eliminating the six ‘modern’ wastes: Degenerative Moods. The last decade ushered in an economic meltdown and technological breakthroughs that have forever changed the business world as we knew it.

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Fatal Five Failure Factors of Culture Change Efforts

The Practical Leader

This session is for senior operating executives and organization/leadership development support professionals such as HR, Learning/Training, Organization Development, Safety, Lean/Six Sigma, Quality, Continuous Improvement, and Customer Service. We’re getting quite a few registrations from support professionals or executives who are bringing together their management teams to listen to the broadcast and use it to assess and refocus their own efforts.

6 Silent Productivity and Profitability Pitfalls, part 4 of 7

Strategy Driven

Yet, despite the negative connotations, most companies still operate bureaucratically – insisting employees work inside of increasingly complex structures with processes and procedures designed to standardize or control everything. Unfortunately, contemporary management theory offers no alternatives to this style of organizing work and designing organizational structures. Silent Killer #3: Bureaucratic Styles.

Operational Improvement Has Improved

Harvard Business Review

If you've had a bad experience with an operational improvement effort (like Six Sigma or Business Reengineering), or if you haven't given it much attention lately, you should take a fresh look. Continuous improvement and quality have become part of the management lexicon. In addition, the many tools from the various methodologies (such as Lean and Six Sigma) are being combined by smart companies into a standard process toolkit.

Possibility Maximizer: Management Improvement Carnival

Sales Wolf Blog

SHRM - Society for Human Resource Managment Indispensible for the HR Professional! Successories Motivational Products Talent Managment Magazine Testing and Assessments - An Employers Guide to Good Practices Testing and Assessments - DOL The Rainmaker Group - Possibility Maximization An amazing group of people commited to making a difference in the world they live - one soul, one organization, one Customer Experience at a time.   Ready to improve your management skills?

Five Jobs Made More Effective With Change Management

Change Starts Here

A recent study by the Association for Change Management Professionals (ACMP) shows that 73% of change management professionals surveyed also have other, non-change-related job duties. I suspect for many of the respondents, the “other” job duties are really their primary job, and those who consider themselves change agents do so because they’ve realized change management is a necessary function of their primary job. Project Management.

Are you a Leader or a Lemming?

Great Leadership By Dan

Signs of a Lemming Leader: Use of jargon: Do you use the terms restructuring, high reliability, six sigma, just culture, strategic sourcing, population health, or employee engagement in your organization? How about reengineering, total quality management, performance management, learning organization, value analysis, managed care, or employee satisfaction? If you are trying to make your operation more efficient, then say so. “To

015: How to Deal with Resistance to Change | Featuring Megan Burns

Engaging Leader

Guest Megan Burns is a consultant, speaker, & managing director of Operations Strategy Consulting. She has more than 15 years of industrial engineering and supply chain management experience. A certified Six Sigma Master Black Belt, Megan has worked with companies throughout North America and in 14 different countries. Guest Megan Burns is a consultant, speaker, & managing director of Operations Strategy Consulting. ©iStockphoto.com/AnsonLu.

Five Coaching Tips to Help Business Process Management Leaders Succeed

Strategy Driven

When organizations want to build a process culture, they need to identify leaders for each process improvement effort—namely an Executive Sponsor, Process Owner, Project Lead and Business Process Management (BPM) Team Facilitator. This role could be filled by a Business Architect, Process Improvement Expert, Lean Six Sigma Practioner, Business Analyst or Project Manager. You just finished reading Five Coaching Tips to Help Business Process Management Leaders Succeed !

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What's Holding You Back? A Call for Gutsy Leadership

Leading Blog

Management that doesn’t confront problems and make the necessary tough decisions to change, typically ends up with a culture focused on pride in the past and the protection of old procedures. I think we are seeing too much of this core issue and what we end up with is operational complexity and lack of innovation and forward momentum. In a section titled, “Creativity and Six Sigma don’t Mix,” Herbold writes: Innovation is not an orderly process.

Understanding the Importance of Business Process Design

Strategy Driven

Business Process Design for strategic management carries significant importance due to the availability of specific interpretation. BPD is important for endless reasons including; Proper Alignment of Operations with Business Strategy: To change or modify the business strategy usually requires improving multiple operations being performed by different people involved in a business. Provides proper support to business compliance initiatives, including ISO 9000 and Six Sigma.

Ten Types of Organizational Change

Change Starts Here

The first step towards customizing your change management approach is defining your change. An airline adopted Lean Six Sigma concepts to increase agility and reduce waste across the operation. To push decision-making authority closer to the customer, a restaurant chain modified its franchise management structure, redefining roles and responsibilities across its many locations. Implementing a Change Management Approach. Change Management

Strategy Execution - The Un-Idea

Six Disciplines

Twenty-five years ago, management meant control. Managers put in controls, handed workers specifications, and established formal structures that ensured that people did what they were told. Companies operated alone, rather than being part of partner networks or plugging their people into informal relationships. It was an ineffective way to operate, especially after the information technology revolution took place, and to break out of it, companies needed management ideas.

Losing Heart…and People: Confusing Efficiency and Effectiveness

The Practical Leader

If this was done it would be possible to use trainees and lower grade operatives more extensively. Lean Leadership: Boosting or Blocking Lean/Six Sigma Tools and Techniques. Uncategorized leadership team building process improvement process management employee retention employee turnover lean continuous process improvement leadership versus management hr systems erpRecently I worked with the senior leadership team of a large warehouse and logistics company.

What we see…

Deming Institute

While “Standards are everything at Airbus: from cleaning up the table in the canteen after eating to operating a machine, they influence every part of the employees’ working day.” defects per million opportunities, the standard for Six Sigma Quality, or zero defects, the quality standard of Philip Crosby. I also continue to refine my thinking about continuous improvement, including how Toyota operates. Deming is the core of our management.” .

Stop Drowning In Data And Create An Optimisation Plan

Strategy Driven

Learning how to effectively use data is highly individual to each company and their operations and KPIs, but there are some building blocks for good data hygiene and usage that work across all sectors and business types. Often we believe that we should be coming up with a lot of colourful looking reports covered in pie charts and bar graphs that we can point to as concrete evidence of macro trends affecting our operations or changes in customer experience.

Achieving Organizational Alignment within Healthcare Organizations

Strategy Driven

The paper describes how best practices in measuring organizational performance in the nuclear power industry can be applied to healthcare providers facing the daunting challenge of concurrently increasing production, efficiency, and quality – all while reducing operating costs. The Value-Based Performance Improvement Model © is an affordable approach that healthcare providers can use to develop a Lean Six Sigma style performance measurement system.

1:1 Executive Coaching Program – Now Open for Enrollment

Six Disciplines

Six Disciplines 1:1 Executive Coaching - Is Now Open for Enrollment for 2011. If any (or all) of these seem too familiar, we have good news: we’ve just opened the doors for enrollment to Six Disciplines 1:1 Executive Coaching – proven to get the results you need to be a more effective executive in 2011. NONE have been as effective as the Six Disciplines program. A Detailed Review of current strategy and operational plans.

Balancing Push and Pull Approaches to Improvement

Harvard Business Review

These mandated-from-above programs include Lean Six Sigma initiatives with experts (" Belts ") in command, big IT implementations, and reengineering of major end-to-end processes. An executive in the company's finance operations adopted a Six Sigma belt-driven approach to reduce costs in the company's global shared service centers. Many executives are attracted to push approaches, especially senior managers who need big results fast.

Management’s Three Eras: A Brief History

Harvard Business Review

Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage ). But even as these old ideas remain in use (and indeed, are still taught), management as it is practiced by the most thoughtful executives evolves.

Why Your Customers Hate You and How to Fix It

Skip Prichard

But Nincompoopery is something different: it’s the corporate stupidity that drives customers crazy, and keeps everyone—customers, employees, managers and business owners—from getting what they want. Yet most of the time nobody—not employees, managers, or senior leaders—seems capable of overcoming tradition, inertia, and apathy to make simple changes that would save money and improve customer experience (and, ultimately, increase revenues and profits). Focus on the Customer.

How to Identify Your Project Stakeholders Interest

Mike Cardus

As a project leader/manager one of your primary responsibilities is to increase the absorptive capacity of the project to organizational and community stakeholders. This requires you (as the project manager) to use influence skills and inter-personal skills to know how to and in what way to approach theses stakeholders to create the greatest support for the project, and the project team. Setting a precedent Rath & Strong’s Six Sigma Team Pocket Guide.

Reflections on the Fabric of the Toyota Production System

Deming Institute

The content of this blog was prepared as an article for the first edition of the Lean Management Journal, later known as The LMJ. This article is the first of a series I am preparing in collaboration with Dick Steele , a Board Member of The Deming Institute, to offer our thoughts on the legendary Toyota Production System and its connection to the management system within Toyota and how it was inspired by Dr. Deming. Deming is the core of our management.”

It's Time to Rethink Continuous Improvement

Harvard Business Review

Six Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health. As Fujio Ando, senior managing director at Chibagin Asset Management suggests, "Japan's consumer electronics industry is facing defeat. Looking beyond Japan, iconic six sigma companies in the United States, such as Motorola and GE, have struggled in recent years to be innovation leaders. Innovation Operations Strategy

Uniting the Religions of Process Improvement

Harvard Business Review

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). For example, several companies embarked on Six Sigma programs after their CEO heard about GE's success with the approach, and many other companies have adopted Lean because of Toyota's success. Operations Productivity BP

Avoid Doing the Wrong things Righter…But, “By What Method?”

Deming Institute

Learning to do things “right” is important and all sorts of training exist for doing so, including Lean Six Sigma, Kaizen, Plan-Do-Study-Act, Statistical Process Control, and ISO certifications to name just a few. Stephen Covey similarly described this concept using the metaphor of a ladder, stating, ”Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall” (Covey, 2011). Leadership and Management.

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Before Automating Your Company?s Processes, Find Ways to Improve Them

Harvard Business

As Andrew Spanyi , the author of four books on process management, put it to us by email: “RPA does not redesign anything. It operates at the task level and not the end-to-end process level.” At a leading global logistics company, for example, the business rules in a claims process suggested that decisions on tolerances for refunds required the judgment of a manager. MirageC/Getty Images.

Diet and Exercise Tips from Process Fitness Fanatics

Harvard Business Review

But that hasn't been the case at Danaher, DuPont, and Staples, which have continually improved their operations over many years, to the delight of their customers. The stories of how they have kept their processes fit are less well known than those of famous process fitness fanatics such as Toyota, with its Toyota Production System (also known as Lean), and GE, with its Six Sigma program. DuPont started with Six Sigma's classic focus on reducing product defects.

Great Companies Obsess Over Productivity, Not Efficiency

Harvard Business

This view differs substantially from the relentless focus on efficiency that has characterized management thinking for most of the last three decades, but it is absolutely essential if companies are going to spur innovation and reignite profitable growth. They simplify their organization’s structure and align their operating model with the true sources of value in their business. Leadership Managing organizations Productivity Digital Article

Put HR Skills on Your Performance Improvement Team

Harvard Business Review

And I'd also want team members who knew how to get people to adopt new skills and attitudes — experts in incentives, training and development, culture, communication, stakeholder management, and redeployment. Coco has a unique background because he's not a career HR professional; he started in operations at GE , where he was trained as a Six Sigma Black Belt process improvement expert. For example, HR managers tend to defend the status quo.

Avoid the Improvement Hype Cycle

Harvard Business Review

The result: Employees get confused and cynical (senior management's "flavor of the month"). Thus, today we have a number of process "religions": Statistical Process Control was followed by Total Quality Management, Business Reengineering, Six Sigma, Lean, and Business Process Management (BPM, which emphasizes process management software). Operations Productivity

9 Team Dynamics That Get Results

Mike Cardus

Establish an agenda for managing time to complete the task/meeting – Teams that do better at managing their time achieve better results. The concept of agendas is critical to better time management, whether the application of the concept is focused on project team work or meetings in general. Higher results in project teams can come in the initial phase when the project teams have expertise in project management skills.

Team 90

How GE Stays Young

Harvard Business Review

GE is an icon of management best practices. Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. While Lean and Six Sigma continue to be important, the company is constantly looking for new ways to get better and faster for their customers. General Electric Operations

Getting Rid of “Never Events” in Hospitals

Harvard Business Review

A number of techniques and process-improvement tools from inside and outside the industry have been brought to bear: lean engineering to simplify and standardize care, Crew Resource Management to improve teamwork, checklists to help teams focus and improve reliability, and so on. The entire context of care has changed: Many of the current procedures, operations, and treatments were not performed a decade ago. sigma. Six sigma — or no more than 3.4 sigma).

Mayo 12

Achieving Sustained Cost Reduction

Harvard Business Review

For example, at Bank of America, 44 senior bank managers and about two dozen consultants worked on a cost-cutting initiative called "Project New BAC". They solicited cost saving ideas from employees, then prioritized and presented them to senior managers. For senior managers in public companies, it is part of their duties: serving shareholders by meeting profitability targets. But the cost-cutting scalpel is simplistic and can wound sound operations and valuable people.

How to Repair Your Data

Harvard Business Review

Since the data originate from many sources, you must assign managers to cross-functional processes and to important external suppliers, and ensure that data creators understand what is expected. You must measure quality, build in controls that stop errors in their tracks, and apply Six Sigma and other methods to get at root causes. They foul up everything they touch , adding costs to operations, angering customers, and making it more difficult to make good decisions.