Are you working harder these days or working smarter and how do you know the difference? Many of the reasons we end up working so hard — and not so smart — have to do with

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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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