Category: TPM / Continuous Improvement
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Rethinking the Organization
“I can’t believe there are so many simple things that can improve the company,” a client told me recently. It happens that the day-to-day grind and its challenges push us into a gradual isolation. We lose sight of what matters most trying to respond to urgent matters, which are often also important. Administrative tasks…
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The chicken or the egg? Implement first to improve or improve to implement.
It's common to hear comments from our clients like: “There's too much disorganization right now to develop Continuous Improvement or Kaizen activities. We have to solve them first.” “We currently have many problems; once we eliminate them, we'll start with 5S.” “We must first change the culture to be able to implement an industrial management system like TPM.” It would seem that…
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Short Kaizen Events: Or How to Maintain Enthusiasm by Identifying Improvement Opportunities
Muchas veces el pedido de nuestros clientes es que necesitan hacer “algo” que sirva para sensibilizar respecto a la importancia de la Mejora Continua. Otras, que quisieran que los ayudemos a mantener el entusiasmo de su gente respecto a programas que están decayendo en los resultados. Dependiendo de los casos, a veces nuestra respuesta es…
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Kaizen Events for Continuous Improvement
Changing organizational culture is possible. Key tools need to be implemented.
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Measuring Staff Productivity
En mis visitas de asesoramiento y capacitación a múltiples empresas he podido concluir que debe haber tantas mediciones de productividad del personal como compañías he visitado. A priori eso no seria preocupante. El problema surge cuando indagamos en la fórmula de cálculo, los supuestos que lo sustentan y lo que se encuentra más allá de…
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In-Company Workshop: Management by Indicators. Non-financial Case Studies
Management Indicators Workshop: It's common to hear companies of all sizes and sectors talk about objectives. However, it's rarely clear how we ensure we're on the right track and at the right speed. Furthermore, it's often unclear whether we've actually met those famous objectives or not…