by admin | May 1, 2015 | Business Improvement, Kaizen, Lean, Pipeline, Productivity, Results, Risk, Six Sigma, Theory of Constraints, Theory of Constraints, Throughput, Training
When working on Business Improvement Deployments with larger clients we are almost always asked “Should our Business Improvement team have a centralised or a decentralised structure?” The answer is “it depends”. First lets take a look at what we mean by the two...
by admin | Feb 17, 2015 | Business Improvement, Lean, Pipeline, Productivity, Results, Six Sigma, Theory of Constraints
We were asked the following question by a client recently: “What are the key elements we need to consider in starting a Business Improvement Program” There is a ‘recipe’ that we use to guide any new Business Improvement initiative or when we are starting out with any...
by admin | Jan 15, 2015 | Business Improvement, Pipeline, Productivity, Results, Theory of Constraints, Theory of Constraints, Uncategorized
We would like to move to a more technical article. We would like to discuss a tool that has become integral to generating results on our Business Improvement Projects. While this tool has become critical in helping provide clarity and direction to our improvement...
by admin | Nov 28, 2014 | Business Improvement, Pipeline, Productivity, Results, Uncategorized
We are often asked this question, so thought we should address it here. Traditionally in a Six Sigma deployment the number that has been used is 2% of the workforce, that is 2% of the workforce should be Black Belts. That is 2 Black Belts per 100 staff. This 2% number...
by admin | Nov 25, 2014 | Business Improvement, Pipeline, Theory of Constraints
We are advocates for using Theory of Constraints, Lean and Six Sigma on our projects. We are methodology agnostic and believe that all three methodologies have a place at the appropriate time. To generate productivity gains there are a number of key elements that must...
by admin | Nov 4, 2014 | Lean, Pipeline, Six Sigma, Theory of Constraints, Uncategorized
Our middle manager is running a small but enthusiastic team of office workers. Our manager is armed with plenty of experience and enthusiasm but he’s got a problem, an ongoing problem? One that the manager had thought would go away or correct itself with time....
