Many of us in manufacturing are familiar with the concept of punch lists. It’s a common ending of a kaizen event. This construction industry concept is NOT a best practice and shouldn’t be picked up by others. Here is why you should consider instead the carpenter’s “measure twice, cut once.”
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Not every manufacturer has an operations strategy, but none are better off without it. Consider these six questions to assess and improve the value of your operations strategy.
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What if customers cannot be trusted to define value? Are some entire industries waste? Who should define true value? What brings net positive value to your world? Consider these questions and more in this podcast.
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To change the world, we need to envision a changed world; that’s much easier said than done. The pace of life altering change is accelerating. We have to look beyond our current world to create or prepare to respond to a drastically different future. Consider these questions.
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It’s easier than it seems, and more difficult. Easy because it’s all about you; difficult because it’s all about you. Consider these specific examples of how you, and only you, can create a culture that demands motivated and accountable members. You can’t change others.
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None of us is right all the time. Where is the line between the strong belief that requires “all-in” and confidence supported by risk management? How can you allow the possibility of being wrong and yet expect people to follow you?
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Do you wish your employees would make better decisions more often? “Nudge” is a concept that encourages paternalism and choice architecture to improve decision-making. Take a listen to learn how now.
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You work hard in your business, and are intimately familiar with all the distinctions that make your company special. But you’re really not all that unique. The business processes for most manufacturers are very similar and you can learn from others no matter how dissimilar they appear to be on the surface. Here’s what you need to walk away from ideas you don’t need and leverage those you do.
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We’re all surrounded by “best practices” in our own businesses, in our industry, and across manufacturing. The reality is that best practices are the low hanging fruit that everyone talks about. You certainly want to pick that up, but long-term success requires much more. Here’s how:
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It might seem that competitive advantage is a good thing, a key to success. But not all are created equal. In fact, a competitive advantage can undermine your vision. Consider these ideas to determine if your strategic relevance position. You may be wandering, dreaming, irrelevant, or in the optimal “innovate” quadrant. Learn how to tell, and consider specific examples of businesses in each circumstance.
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