Archive for the ‘Value Creation’ Category
Wednesday, August 18th, 2010
Cindi Wilson of Total Flow Limited highlights the benefits and challenges of implementing and sustaining Quality by Design (QbD). Her solution is a visual flow embedded into your Product Development Process (PDP).
Quality & QbD
Quality by Design (QbD) is an industry keyword these days – spoken equally with reverence and frustration by those trying to understand how to implement it. QbD is a system of tools that assures quality is built into the design throughout the process, rather than inspecting it in, testing it in, or bearing costly changes to get it right after the fact. Read More
Tags: QbD
Posted in Americas, Customer Satisfaction and Quality Transformation, Europe, Far East, Health, Strategic innovation, Uncategorized | Comments Off
Thursday, May 27th, 2010
Construction clients including repeat customers frequently see procurement of new facilities as a “distress purchase” [1], buying reluctantly as a last resort because of the difficulty in achieving the desired result with good value.
Clients wish that construction could be like other advanced industries: easy to buy from; full of ideas to meet their special needs; integrated to need no customer leadership. In more than three years spent in construction Total Flow have found no examples where this aspiration is met.
Tags: BAA Construction, Construction, Construction Client, Construction Value, Lean Construction, Total Flow Construction
Posted in Construction, Value Stream Thinking | No Comments »
Sunday, May 16th, 2010
Hi all, I have been watching and reading a string on Linkedin Lean Construction Group with great interest.
One question that keeps nagging away at me is what is the objective in construction we are seeking to solve with lean or sigma approaches and frameworks?. Safety? Quality? On time delivery? Read More
Tags: Construction, Continuous Improvement, Lean Construction, Operational Excellence
Posted in Construction, Continuous Improvement, Operational Excellence, Total Flow | 1 Comment »
Monday, April 26th, 2010
Excerpt: Quality through the decades has been an adventurous evolution. This articles looks at the changes in philosophy, requirements and customer expectations from the 1980’s to the 2010’s – and summarizes where you need to be NOW to be competitive in the global marketplace.
Quality through the decades has been an adventurous evolution for those who’ve lived through it … not for the faint of heart, the action adverse or those afraid of culture and business change. These changes have affected what we expect, what we buy, and even what we tell our friends, family and extended social networks.
Today’s global economy and technology explosion create even more challenges to be addressed: increased expectations, increasingly complex products, shorter timescales, while making the consequences of failure much more severe. In addition, there are new challenges Read More
Tags: Continuous Improvement, Customer Satisfaction, Design for Six Sigma, Lean Manufacturing, Lean Six Sigma, Operational Excellence, Quality, Quality Control, Quality Evolution, Quality Improvement, Quality Management, Quality System, Quality Transformation, Six Sigma
Posted in Customer Satisfaction and Quality Transformation, Leanership | No Comments »
Sunday, April 18th, 2010
The 7 Deadly Improvement Sins: How Many Do you Commit?
Sin #1: Process improvement is not tied to the Strategic issues the business faces.
Sin #2: The process improvement effort does not involve the right people, especially top management.
Sin #3: Process improvement teams are not given a clear & appropriate charter, and are not held accountable for fulfilling that charter. Read More
Tags: 7 Deadly Improvement Sins
Posted in Continuous Improvement | No Comments »
Monday, March 29th, 2010
I’ve just Googled “end to end” to see how other perceive what this means.
For some it is a lands end to John O’ Groats bike marathon, to thers it meand looking at products from manufacture through to reatailer / point of sale.
True “end to end” for manufacturing companies is in my view much more than this. It has the same marathon elements mentioned above and means “getting visibility into supply, manufacture, distribution, retail and consumption”. Read More
Tags: end t end, end to end, Food & Drink, right to left, supply chain, whole system
Posted in Customer Satisfaction and Quality Transformation, End to End Value Chains | No Comments »
Thursday, March 4th, 2010
The current economic crisis has brought things to a head in several industries, especially in developed economies.
Factors like market saturation, ageing and static populations, threat of low cost competition from emerging economies etc. are not completely new and their march has continued for the past several years. However, the crisis has brutally demolished any hopes of a gradual change and time to adjust to the new landscape.
Consumer and Govt spending is likely to remain under pressure for the foreseeable future and therefore demand for better value will be widespread and remain intense. Read More
Tags: Disruptive, Food & Drink, New business models, Sustainability
Posted in Consumer Products and Services, Remarkable Customer Propositions, Strategic innovation, World wide | No Comments »
Tuesday, June 30th, 2009
How many of us on a daily basis tolerate less than perfect, or even less than acceptable standards that, if we chose to, we would be well within our rights to challenge? Whether we are talking about the service we get in stores, restaurants or banks or from the people we work with – our teams, managers, suppliers – all seem to have an infinite range of reasons and excuses as to why it is impossible to deliver what we expect, whether we are talking about hard product or attitude and behaviour. Read More
Posted in Transformational Leadership | No Comments »
Friday, June 26th, 2009
The global talent war has seen organisational leaders scratching their heads to understand how they can attract and retain the very best talent that is going to directly impact their organisational worth to shareholders, stakeholders, employees and of course customers.
As the ever present headaches of…
- trying to balance focus on maximising profit and margin v investing for growth
- implementing short term high impact initiatives v long term strategic thinking and planning
- focusing on a business as a whole (“corporate think” and control) or on its constituent parts (functional, geographical, product/service streams) Read More
Posted in Leanership | No Comments »
Wednesday, May 20th, 2009
Peter Drucker says “Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay for what is of use to them and gives them value.”
Warren Buffet has been quoted as saying “Price is what you pay, value is what you get”
Both suggest value is in the eye of the receiver.
Read More
Posted in Leanership | No Comments »