If your manufacturing organization has grown beyond a few locations, it’s critical to get everyone on the same page and keep them there. Learn how to standardize operations and reduce complexity across all your facilities.
Manufacturers are increasingly participating in EHSQ programs. They realize that worker well-being, operational excellence, and compliance aren’t only ethically important, they’re also good business: Organizations with excellent safety, health, and environmental programs outperformed the S&P 500 by 3-5 percent.
Even in today’s constantly evolving world, there remains a truism. Those who are more successful produce better results than many of their peers. They do it better and faster than their counterparts. This is not intuitive for everyone. It has to be developed or redefined.
In a recent quality management class, group discussion centered on frustration in the workplace resulting from lack of appropriate employee recognition. Several people recounted how disappointing it was to go “above and beyond” only to find there was little appreciation for what was accomplished.
What do you call a leader with no followers? A guy taking a walk. It is a line from The West Wing that I often think about. Within the context of the scene and the character, it is a response to a potential loss of leadership.
Business leaders have long realized that creativity leads to innovation, which is a key ingredient to achieving success. They recognize that innovation is the most important single skill that an organization can possess if it is to remain competitive.
Throughout my career I have seen the power in recognizing people’s efforts. Additionally, numerous studies have shown that when people feel appreciated and get recognized, they are more engaged, motivated, and productive.
When you see data from the 30,000-foot level, you gain actionable insights about your processes and operations.
October 26, 2020
When manufacturers are faced with responding to a major market or global disruption, it’s natural to focus on the daily details of quality and operational management. But to ensure resilience for the next disruption, you must take a step back and look at the bigger picture.
In a recent gathering of quality professionals, the subject of unsuccessful change implementation surfaced. Most people understand change is necessary for survival, but in this era it is happening at an unprecedented, almost vertical rate. The bottom line though is that change is uncomfortable for most and it is common for people to resist change.