Most recent articles
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.
A never-ending stream of articles each offer a new answer for how to be productive — or the same answer, re-packaged in a new way. And yet, no matter how many articles we read, most of us feel stuck in our same bad habits. Some of the challenge is that it takes time to build habits that lead to greater productivity. But a big part of the problem is that a lot of the advice out there just isn’t helpful — and can often be counter-productive. Here are nine of the top myths about productivity — pieces of common wisdom that it turns out don’t hold up, and may lead you astray. Because we like to give you actionable information, we have also come up with alternatives that will help you stay productive — and sane!
Although Lean and Green is a relatively new concept, the customary view is that it applies to “heavyweight” manufacturing. In other words, value streams that involve significant use of heating, cooling, power, chemicals, machining and large component manufacture. However, nearly everything we see, touch and use has electronic components in the background or at the user interface. So, can Lean and Green benefit this type of manufacturing which consists of green boards, miniature components and a bit of solder….?