Employee engagement – Crash & Burners

According to the BlessingWhite ‘X’ model of employee engagement, Crash & Burners rank among the top producers with medium to high contribution but get low satisfaction for themselves. They are described as disillusioned and potentially exhausted, critical regarding decision making (management) and colleagues having / taking it easy. In consulting, junior consultants are good candidates … Continue reading Employee engagement – Crash & Burners

Employee engagement – Honeymooners

This post is part of a series based upon the BlessingWhite’s ‘X’ model of employee engagement. Honeymooners basically come in two models: the absolute beginners and the newcomers. Absolute beginners either just graduated or embraced a new career. As they just got hired they achieved a personal objective thus have maximum satisfaction. In their integration … Continue reading Employee engagement – Honeymooners

Employee engagement – Hamsters

According to the BlessingWhite ‘X’ model of employee engagement, hamsters come in two kinds: the ones wasting their energy in an “exercise wheel” and the ones enjoying the cozy comfort of a position with minimum contribution. In both cases hamsters do not contribute enough to the organization success, which is a problem for the organization … Continue reading Employee engagement – Hamsters

How to get from Goal Tree to action plan

The Goal Tree is a simple looking tool, great for focusing on the purpose or Goal and aligning all contributions toward the organization’s goal. As often with simple looking tools, its principle is simple but its construction and use can be tricky. How to get from Goal Tree to a concrete action plan is one … Continue reading How to get from Goal Tree to action plan

BlessingWhite’s ‘X’ model of employee engagement

BlessingWhite's 'X' Model of Employee Engagement is about maximizing employees' satisfaction and thus maximize their contribution to organization's success. The name 'X' comes from the intersection of the two axes and the model proposes five basic employee engagement levels, relatively to the intensity of satisfaction and contribution. Full Engagement occurs at the alignment of maximum … Continue reading BlessingWhite’s ‘X’ model of employee engagement

Defects carry double costs

It is old wisdom dating back to the heydays of Total Quality Management, but useful to remind: defects carry double costs. Let’s imagine a customer order consisting of a batch of four units of the famous red square. Just before shipment, quality inspection notices one of the four units is defective. The batch cannot be … Continue reading Defects carry double costs

Goal Tree chronicles – Clarity in objective setting

The action takes place in a big meeting room of a major leader in food industry’s plant. The top ranking managers (about 20 people) are assembled to listen to the CEO’s strategic plan, built on a Goal Tree. I attend as a guest, head of the consultants’ team and support to the CEO. It has … Continue reading Goal Tree chronicles – Clarity in objective setting

Recover wasted capacity with SMED

SMED is a systematic approach to quick changeovers in order to minimize machine downtime. It is welcome to recover wasted capacity on a bottleneck resource. A bottleneck is a resource with a capacity, in average, lower or equal to customer’s demand. A true bottleneck runs 24 hours 7 days a week and still cannot supply … Continue reading Recover wasted capacity with SMED

Would you trade Maria for a robot?

I am fascinated about the promises of robotics and other advanced technologies and prospectively analyzing what consequences - good or bad - the coming disruptions will bring. During my vacation on Canarian island Fuerteventura and regular visitor of my hotel's wellness center, I had plenty of time for thinking about things like "would I trade … Continue reading Would you trade Maria for a robot?

Constraint vs. bottleneck

In Theory of Constraints lingo, there is a subtle difference between a constraint and a bottleneck. A bottleneck (resource) is a resource with capacity less or equal to demand while a constraint is a limiting factor to organization’s performance, an obstacle to the organization achieving its goal. A constraint can be called bottleneck but a … Continue reading Constraint vs. bottleneck