Our info grahic displays the various stages of maturity for a Management Operating System. Knowing where you lie on the curve is the first step in furthering your improvement capabilities. Each category lays out four characteristics that will help you assess where your organization lies on the curve. Once you know where you are on the curve and what lies ahead, you can begin to create a plan for how to shift to the right on the diagram.
For irregular manufacturing processes, inspiring productivity through performance measurement can be very difficult because a single, meaningful unit of output is much more challenging to devise. As the combination of production activities constantly changes, no consistent baseline emerges against which improvements can be measured. As such, the full creative potential of workers may be left untapped. How can leaders in irregular manufacturing create comprehensive and meaningful metrics to track progress?
(Originally published by Harvard Business Review)
As consultants, we once helped a manufacturing plant director discover how we could save $20 million from his costs in the coming year. His response? “I don’t want $20 million. I only need $3 million to meet my objectives. Why would I contribute more than that?”...
20 years ago continuous improvement (or CI) was but a blip on the management radar compared to the pillar of operations lore that it represents today. Most industrial and manufacturing organizations have since adopted some form of CI and, in parallel, the professional services marketplace for all things CI (training, certification, direct facilitation, organizational development, etc.) has ballooned, stratified and, in many domains, commoditized.
European share of chemical production has been steadily decreasing, but there are opportunities to be more competitive. The global chemical industry is a more competitive marketplace than ever before. For European manufacturers the high cost of feedstock and energy prices in relation to the US, and high labour, capital, and SG&A costs in relation to China and other low-cost producers create significant headwinds.