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
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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
There are numerous logical techniques that have been developed over the years to help us identify the relationships between process and system failure and their root causes. These range from basic techniques to more complex analytical approaches. Continue reading
As I quite literally travel the world talking, listening and working with individuals and organisations who have an interest in Customer Experience, I am regularly asked who the world’s ‘best’ Customer Experience brands are. ‘Who is good at CX?’ is a pretty typical question. It is a good question to ask and one that I can most certainly answer ‘in my opinion’. However, having been asked the question so many times, rather than me just citing my opinion, I thought I would go a significant step further and ask as many people as possible for their opinions. Continue reading
Company culture can often have a silo mentality that can manifest itself in varying degrees of a “them and us” attitude. These silos often occur, not only within the company, but with a company’s suppliers and customers. These silos can lead to a failure to recognise the importance of value-stream execution, by not allowing for the realization that the silos have more in common, and need each other more, so they can achieve more across the whole value stream, than can be achieved within the various functional silos. Continue reading
Last night was one of those rare occasions when I managed to switch off and try anaesthetise myself in front of the TV. In actual fact I was a reluctant audience as the programme I was subjected to was something my wife likes watching. You know, one of those ‘fly on the wall’ programmes about people who are having some sort of problems and some ‘expert’ who descends to help fix them (mercifully it wasn’t yet another of those endless string of cooking programmes). On this occasion it was Alex Polizzi in the guise of “The Fixer”. I was quietly impressed with her approach on her venture to help a business owner put fresh life into a business that had all but consumed his own ‘raison d’être’. Continue reading
Recent articles, have introduced the concept of a model to help drive sustained business change, with the foundations for change within organisations being people, processes and systems. All 3 elements interact and overlap; therefore it is essential that balance is achieved in order for change to be sustainable and to really deliver the desired breakthrough in business performance. Continue reading