Articles

The articles below offer related insights and some successes our clients have obtained.

Changing Results Through Building People Capability

Why do we train people in our workplaces? A simple question that is all too often not properly answered, and thus not properly understood. To effectively answer this question we first need to step backward.


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TWI as an Integral Part of Lean

Basic stability starts with a well trained workforce. Fortunately employees tend to know their jobs very well or we would all be in serious trouble. However…….


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Job Instruction – A One Page Introduction

Applying Job Instruction, a standardised method of teaching a task, means quickly training people to remember how to do a job correctly, safely, and conscientiously. Why is “remember” important?


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The Human Side of Lean -People Are Important and How To Address This

At the heart of every work system are people and their collective beliefs and behaviours, their work culture. In other words, you can have all the technology, machines, processes and systems, but in the centre of it all are the people who make it all work.


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Job Relations, Job Instruction and Job Methods – 3 Essential Supervisory Skills

Our Supervisors are promoted because they were good at doing the work. This does not mean they will be good at leading the workers.


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Job Relations and the Human Side of Continuous Improvement

At the heart of every work system, and the improvement of it, are people. No matter how good the technology, the machines, the processes and the systems, in the centre of it all are the people who make it all work.


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Program Development – The 4th And Often Overlooked TWI Method

It was developed to build the skills of any person responsible for creating and directing training and is applicable in all production and service environments.


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One Of The Four Elements of a Continuous Improvement Management System Performance Indicators and Visual Management via Displays

If we don’t have the right accurate information easily accessible to those that can improve the process or operation then sustained improvement will be unlikely no matter management’s intent…


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Three Of The Four Elements of a Continuous Improvement Management System Leader Standard Work, Daily Accountability, Discipline

MANAGEMENT of continuous improvement is not something that is normally deeply considered, yet it is critical.


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Improvement Kata – 4 Steps To Operations Performance Improvement

“no plan will cover everything, and that is OK“! However, it does not mean you progress forward “unarmed”. To do that would be a disaster.


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Improvement Kata – A New and Challenging Approach To Business Performance Improvement

Improvement Kata challenges traditional improvement thinking… “no plan will cover everything, and that is OK“!


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Training Within Industry in Health Care

Surely the intent of any health care system is simple…Any person who is injured, ill or has an ailment is to leave the “system” cured with no harm done along the way.


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Value versus Waste in business

“Value” is doing something that BUILDS the product or service, and the customer WILL pay for.


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Ideas Systems – Making Them Work Fundamentally

Most “ideas systems” in companies start out with all the right intent… Yet most ideas system gain a little bit of traction in some departments at best, most grind to a halt in 1 to 2 years.


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A Missing Link In Lean Implementation

In the mid 1980’s the manufacturing world “took a photograph from high up” of what they saw Japanese industry doing, Toyota in particular. This “photograph” has proved very misleading because of how it was interpreted.


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What Makes “Lean” Successful.

Most businesses that aim to establish “Lean” fail. Why? There are many reasons for this that need to be understood deeply if ultimately a change to get back on track is required.


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Ready For Purpose – A Key Tool (and Thinking) In Any Lean Application

This article is an overview of a tool you can use to get your equipment in your workplace ready to do what it is supposed to do as quickly as possible.


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