Excellent example of not only surviving in a rapidly changing industry, but growing through being close to customers and providing them flexibility in terms of product offerings, supported by cost effective operations.
Some highlights of the 10th International Study Mission to Japan, which took place from 21 to 26 October 2018. This was a valuable learning experience, with visits to companies that have implemented operations excellence for many years. The tour leader for the week was Dr Yoshi Kobayashi.
Implementation of model workplaces is an effective way in which to energise implementation of the 20 Keys system and to bring about quick and visible change. Such a model workplace must satisfy four requirements and these requirements are audited by a team of people which must include an ODI consultant, and if achieved
Continuous improvement consists of initiatives and innovations to achieve best practices, but there are many myths surrounding operations improvement in organisations. The third myth in our series of Myths vs Reality is: “Suggestion boxes are effective for obtaining ideas for improvement” The reality is, suggestion box
There are many myths surrounding innovations and ideas for operations improvement in organisations. The second myth in our series of Myths vs Reality is: “Big ideas are where the action is” Reality is, if you wait for big ideas only, you will wait for a long time, as they come along rarely, and unpredictably. Also, suc
The famous Benjamin Franklin said that without continual growth and progress, such words as improvement, achievement and success, have no meaning. I want to add to that and say that Sustainable Improvement is the pathway to the future we want for all. It offers a framework to generate economic growth. Improvements in g
ODI’s study tours provide valuable learnings by hearing about and observing, first hand, best operating practices. Time is also made available for interacting with speakers at the conference as well as personnel of companies visited.