Newsletters

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Early Equipment Management

Most managers have had experience of projects which failed to deliver their promise or where costs escalated far beyond their original estimate. Research shows that root causes are most frequently traced back to the early project stages. This newsletter explains how Early Equipment Management deals with potential project risks and supports the delivery of enhanced project value, on time, on budget.

Lean and Green

This newsletter covers recent breakthroughs in the application of Lean thinking to support Green/Environmental performance improvement. Topics below cover: - Interviews with Operational Executives from leading European Manufacturers about their approach to Green/Environmental improvement. How a Lean approach to the Green agenda improved the payback on environmental projects to around 5 times that of traditional technology led approaches. Our "Lean is Green" training workshop led by Neil Trivedi A review of a successful 3 year Lean Green implementation in a book co-authored by Neil An analysis of the financial gains made by organisations with proactive eco improvement agenda's. The link between OEE improvement and reduced energy usage. If you want to know even more, why not book on our next Lean Green Factory 3 day workshop.

The Art & Science of Project Management

The theme of this newsletter is how organisations with effective Project Management Practices are those that have learned to blend both the art and science of project management to avoid common project pitfalls. (see examples below) The Art of Project Management: processes that impact on outlook, interaction and decision making The Science of Project Management: Tools and techniques to plan, organise and Control the delivery of project goals. Logic alone is seldom enough yet project management methods such as Prince2 (Project in Controlled Environments) specifically exclude the knowledge/creative management, project quality assurance mechanisms and value engineering processes that characterise more than 50% of the recipe for success.

Lean Office

The gains from Lean thinking are as significant in the office as they are in manufacturing. In fact because administrative processes are at the heart of all operations, the Lean improvement potential extends far beyond the office walls. The final frontier of Lean improvement. Unfortunately "rogue" processes developed in response to business cycles of growth, stability and in some cases managed decline can result in a legacy of overly complex systems and procedures. High performing businesses need high performing administration processes but these legacy processes can constrain the pace of performance improvement and limit the potential gains from advances in technology.

Implementing Lean TPM

Combining the power of Lean and TPM within a structured change process delivers firstly stable and then optimised operational performance to ratchet up the full potential of Lean workflow and customer responsiveness. Below are a series of short articles to explain how to combine Lean Thinking tools to; Make waste visible Improve the flow of value Systematically increase responsiveness to customer demand With TPM tools to: Remove functional silos, Raise front line team capabilities, Increase engagement and shared problem ownership release management and specialist resources to focus on higher value added tasks.

The Lean TPM Leadership Journey

Research into the leadership journey of award winning organisations on their way to best in class performance reveals similarities in their transitional steps from zero to hero. Only around 1% of organisations that start that journey achieve success. Below are Four things that the Leaders in those 1% of companies do better than the rest.

What exemplar organisations do well

Research in to the improvement journeys of well known and award winning organisations indentifies four management processes that contribute to their success.