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Teams are the life blood of the company’s capability to serve its customers. A team can achieve much more than the sum of its parties, and building teams should be, maybe more than ever, a management priority. Find out the five critical areas for successful team development.
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This month we look back at sage advice from Joel Barker the individual responsible for making “paradigm” a household word back. While Joel’s focus in the article is overcoming resistance to innovation, we believe his advice is pertinent to overcoming resistance to any change and we find it just a relevant for today’s workplace.
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From the standpoint of a Lean manufacturer, the process of producing a part quote is no different than actually making the part. You think in terms of flow, value-added, teamwork, and multi-skilled employees for both processes. In this month's From the Archives, read how a division of Aeroquip significantly improved their Customer Service team's response time and reduced the quote-processing cycle time.
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This month’s From the Archives illustrates the powerful benefits of collaboratively involving customers in new product development and subsequent sharing of improvement ideas. Though not referenced by name, the article also reflects the Obeya approach to facilitated project management, as well as elements of 3P, EEM, and Maintenance Prevention Design.
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In this month's From the Archives,"Teams Motivate Employees to Improve Service, Cut Costs," Banc One Corporation shares their timeless story of how identifying and solving service problems allowed them to reduce rework and correct errors, which led to reduced costs, improved bottom line sustainability, and greater customer satisfaction.
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In this month's archive article, learn how auto supplier Amtex discovered the key to improving Lean manufacturing and business goals was to integrate TPM with existing CI activities, and get maintenance working with operators to turn problems into opportunities for improvement.
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Discover how Herman Miller employed elements of Business Model Innovation to successfully develop and introduce a new product to a market they hadn’t previously served.
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Numbers can help convince executives that employee involvement is worthwhile, but results don't tell the whole story.
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How do you get your professional people to change how they do things when they are used to an approach they think works fine and your company is clearly doing well?
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With lean manufacturing, how much difference can a handful of people make, armed with know-how, some adhesive tape, a laminating machine, and rolls of Velcro?
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