Simply, improvement…
Lean Six Sigma
Who’s quantifying the cost of failure?
I’ve been running a series of Demand Management masterclasses for a public sector client and we start the session by discussing what performance data is available for a few of their routine processes. I ask them if they know what the annual cost of running the process is and how many times it is used … Continue reading
Labels and methodologies can lead you down the wrong path
There’s an image doing the rounds on LinkedIn that asks “Where to start?” and offers a sequence: 5S (Structure) Kaizen (Overview & Insight) Lean (Stability) 6 Sigma (Capability) DfSS (Robustness) The implication is that there is a logical sequence in which these approaches to improvement should be adopted. Alongside the arrow of progression there’s a … Continue reading
Project Management is no good for Process Improvement!
Many of my clients have their own Project Management processes with either four or five stage lifecycle models (e.g. Initiate – Plan – Implement – Close). This is great as a generic model for running a project, but less than ideal if you want to “do improvement”. It tells you the stages your project will … Continue reading
Simply, improvement... 
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