Post after post in the Tales of the Pyramid series I describe what happens to the corporate hierarchical structures, usually pyramids. This time the pyramid is torn. Half of the organization moves ahead and backs up the project while another half resists change. Typical example is a broad market strategy change that requires to renew … Continue reading Tales from the Pyramid – the torn pyramid
It’s a kind of magic and it works every time: setup some indicators to measure something and this very something will automatically start improving, without any other action. Well, it looks a kind of magic but is a very human trait. People pay attention, stick to the rules and behave from the moment they can … Continue reading Measurement is the first improvement step
Imagine a bold general in front of his troops, commanding the assault against the enemy. Spurring his horse to assault he dashed. Alone. His troops didn’t move. It’s more or less how some top executives must feel, when confident about the tactical moves and their overall strategy, they order the decisive manoeuvre but the bulk … Continue reading Tales from the Pyramid – Head first
The very minimum to know about Theory of Constraints In order to define Theory of Constraints (ToC), it is necessary to define what a constraint is. A constraint is anything that limits the system (organization, enterprise, group, process...) from achieving higher performance relative to its purpose. A constraint does always exist, otherwise the system would … Continue reading What is Theory of Constraints?
Beside Lean, Six Sigma counts among the most popular performance improvement approaches. Based (and named) upon statistical data and tools, Six Sigma's aim is to speak with data and facts. It is the most "scientific" methodology in the Theory of Constraints - Lean - Six Sigma (TLS) trio. Once thought to replace Lean, Six Sigma … Continue reading What is Six Sigma?
It happens once in a while, top management is disappointed by Lean assessment results. Assumptions and expectations Almost all testimonies about Lean initiatives report savings and gains, which is both a blessing and a curse for Lean. On one hand, savings and improvements fueled Lean’s fame and attractiveness in the eyes of top managers and … Continue reading When Lean increase costs