Part 4 of a four-Part Series

Last week we discussed the organizational structure (span of control and product-flow alignment) that leads to the foundation required for successful process improvement programs. This week we are going to look at

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Part 3 of a four-Part Series

In the last article we discussed organizational structure with a focus on span of control and how it relates to employee competence, real or perceived. Your span of control is simply the number of employees that report to you directly. Competent workers should have little need for managers to guide them. So, span of control is

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Part 2 of a four-Part Series

In the previous article we discussed the organizational design principles that lead to the foundation required for successful process improvement programs. This week we are going to look at Organizational Structure — your Org Chart.

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Part 1 of a four-Part Series

This month, we will examine the organizational design principles that lead to the foundation required for successful process improvement programs. Tools like Six Sigma, Lean Thinking and Theory of Constraints are great but

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Part 3 of a Three-Part Series

This month we are examining different process improvement programs on the market. Last week we discussed Lean Thinking and its application in mature industries, service businesses, or organizations that handle few transactions. This week we are going to look at throughput improvement or

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(Part 2 of aThree-Part Series)

This month, we’re examining different process improvement programs on the market. Last week, we discussed Six Sigma and its application in high technology, high transaction, or expensive error environments. But if you are in a mature industry,

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Part 1 of a Three-Part Series

There are a lot of different process improvement programs on the market today and everyone has their favorite.

• Six Sigma
• Lean Thinking
• Theory of Constraints (TOC)
• ISO 9000 Quality Standards

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Part 2 of a Four-Part Series

Last week we discussed how to make your training more effective by using less lecture time and more interaction time. This week we will discuss the Learning Loop, or PDCA for short, and how to increase your training performance.

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Part 4 of a four-part series

Last week, we discussed process improvement half-life, or how long it should take to achieve our target objectives. We also introduced what other resources we need to build our action plan. What’s left? In order to achieve your objectives for

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Part 3 of a four-part series

The last article in this series explored identifying business metrics and diagnosing business situation outcomes needed to drive results.  There is an important metric we didn’t discuss — time. This week, we look at how long it should take to achieve our target objectives and

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