How many companies really just do “Continuous Improvement” for the savings. Continue reading
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“A Christmas calendar is not an Advent Calendar!”
I had been listening to the football on BBC Radio 5 Live the night before and had forgotten to switch the channel back to Radio 4 for my wife’s enjoyment.
Broadcaster Rachel Burden was not best pleased about some populist who was marketing her Christmas calendar, with various goodies on offer behind each daily window. The gist seemed to be about the dates. Continue reading
Nice place Singapore….
Asia-lite some people call it. Lovely botanical gardens and shopping malls and a subway system where everyone gets up for older travellers. And no nasty insects despite the heat and humidity. The airport is huge but there are orchids everywhere and matters run smoothly.
Unless you want a coffee… Continue reading
Three short stories follow:
The Long Bar
The writer grew up in Newcastle–upon-Tyne, North East England. It’s a cold place but a warm place. In fact it’s freezing, but it’s a party town. People there like a drink. Continue reading
Do you ever experience…
• Repeating reasons for poor quality, especially escaping to your paying customers?
• High dependencies on manual inspection?
• Processes operating on more than one ‘standardised’ best practice way?
• Harm to critical equipment and/or personnel?
Then it’s quite possible that your methods of evaluating process risk may not be doing their job effectively. Continue reading
Over the last 22 years, I have worked in and with businesses of all shapes and sizes, across multiple industries, all around the world. I secured my very first full-time job in the financial services industry in 1995. Among others, I was interviewed by the company chairman and the managing director. Continue reading
Successful business improvement initiatives do not just look after themselves, they need serious management commitment… Continue reading
In this four part series of articles, I’ve explained some of the more well-known brands of root cause analysis and how these differ not just in approach but also in complexity.
Some of the techniques do need more expertise in administering them, and so lend themselves to being co-ordinated by more specialised job functions. Some are simpler techniques which are easy to learn and use – yet in my experience I’ve found all too often that these simpler techniques still don’t get used effectively, if at all by the ‘people in the process’. Continue reading
I discussed in part 2 of this series of Root Cause Analysis articles that 5-why analysis is a ‘deep and narrow’ approach to fixing immediate problems. In part 3 of this series of discussions I’d like to talk about a technique that’s better placed to resolve more complex issues, and especially where it’s necessary to explore multiple causes of failure, both real as well as potential. Continue reading
The 5-Why technique was developed by Sakichi Toyoda within the Toyota Motor Corporation and it quickly became a hugely effective root cause analysis tool throughout Toyota and beyond. Taiichi Ohno, who developed the Toyota Production System described 5-Why as “the basis of Toyota’s scientific approach”. Continue reading