Most recent articles
An article about how the 5S lean tool could be used to reduce waste and maximise efficiency. The author illustrates how the 5S implementation can be beneficial to any organisation improving quality and financial gains, reducing costs and standardising work processes. Developed in Japan, 5S combines workplace organisation through the use of efficiency, effectiveness and safety.
In the article Dr Keivan Zokaei reflects on how the presence of a continuous improvement approach and culture can be a positive force for meeting the challenges of the COVID-19 crisis, though it requires changing leadership habits at all levels of the organisation, an acceptance of ‘bottom up’ problem solving and a positive attitude to embracing change.
In the current crisis traditional classroom based learning has virtually stopped overnight, so the challenge for those who need to keep continuous improvement training going is to find an alternative online delivery method so they can maintain activity. If you do not have access to a learning management system, you will need to quickly identify a platform to use that can be implemented rapidly.
This article is a summary of a presentation made for the final assessment component of the LCS Level 3 Programme and puts into context five quintessential success factors for Operational Excellence programmes. These factors affect, to different degree, the three main phases of an OPEX programme, the Plan, Build, and Run phases. Two of the success factors, Empathy and Credibility, address the relationships to stakeholders in the business. Two others, Impact and Dynamics, are very much focused on Performance against clear metrics, and the fifth, Integration, has both relationship and technical aspects. Even though all five success factors are required, above all, OPEX programs have to be planned, built, and run in an emphatic manner by emphatic people.
Jörg Baier has had an extensive improvement career since the mid-1990s, working for companies such as Deutsche Post, DHL, Maersk Line and most recently E.ON as Senior Operational Excellence Manager, in its Global Centre of Operational Excellence team. In December 2019 he completed the LCS Level 3 Programme and became a certified LCS Level 3b practitioner, which involved submitting three extensive, experiential case studies and an assignment, then bringing his thoughts together in a panel presentation to his colleagues and LCS assessors at E.ON headquarters in Essen. It was during this that he presented his innovative visual model, characterising the ‘race towards excellence’, that provides basis for this article.
Senior Consultant and Continuous Improvement Manager David Hughes reflects on his experience of LCS Continuing Professional Development in terms of how it is relevant and links with his career, why he chose to register, his experience in using the CPD model and why he’s continuing to use it.
Director, Lean Competency System
Business Process Improvement Lead
Senior Operational Excellence Manager