Randy Lim, Jean-Benoît Grégoire Rousseau, and Brooke Weddle

Some organizations worry that fostering innovation might jeopardize safety by introducing change, which many see as a source of risk. Our results, however, highlight the significance of line ownership: in our experience, one of the most effective bulwarks against accidents is the use of “near miss” programs, which encourage employees to identify hazardous situations and propose solutions before safety is jeopardized. Engaging employees in the … [ Read more ]

Technology + Operations: A Flywheel for Performance Improvement

New automation techniques can provide the first step toward continuous, tech-enabled redesign of critical operations—forming an intuitive ops-to-tech cycle in which tech improves ops, and vice versa.

Performance Management: Why Keeping Score Is So Important, and So Hard

The elements of a good performance-management system are simple, but integrating them into a business’s fundamental operating system is more difficult than it seems.

Seven Rules for Spinning Analytics Straw into Golden Results

While IoT-enabled advanced analytics could be worth trillions to manufacturers, turning insights into outcomes requires more than just the right technology.

Ops 4.0: Fueling the Next 20 Percent Productivity Rise with Digital Analytics

Business needs to raise productivity more than ever. Thanks to innovations in digitization and analytics, four new methodologies can yield the productivity breakthroughs organizations need.

Six Steps to Superior Product Prototyping: Lessons from an Apple and Oculus Engineer

Caitlin Kalinowski is a master of the prototyping process, with a deep understanding of where, when and how changes should be slotted in, from the first iteration to the last. It’s made her a highly sought-after engineer in Silicon Valley. In this exclusive interview, Kalinowski discusses how and why you must define your non-negotiables before starting to build prototypes. She dives deep on specific approaches … [ Read more ]

Bill Aulet

Culture eats strategy for breakfast, operational excellence for lunch, and everything else for dinner.

Marc Onetto

Humans are extremely creative and flexible. The challenge of course is that sometimes they are tired or angry, and they make mistakes. From a Six Sigma perspective, all humans are considered to be at about a Three Sigma level, meaning that they perform a task with about 93 percent accuracy and 7 percent defects. Autonomation helps human beings perform tasks in a defect-free and safe … [ Read more ]

Marc de Jong, Nathan Marston, Erik Roth

Some ideas, such as luxury goods and many smartphone apps, are destined for niche markets. Others, like social networks, work at global scale. Explicitly considering the appropriate magnitude and reach of a given idea is important to ensuring that the right resources and risks are involved in pursuing it. The seemingly safer option of scaling up over time can be a death sentence. Resources and … [ Read more ]

Pascal Visée

Functional silos almost assure suboptimal outcomes. Most business processes cross functional boundaries. One example is order to cash: sales receives an order, logistics undertakes fulfillment, and finance handles invoicing and cash. Managing a process through separate silos almost guarantees complexity. It creates internal inconsistencies and punishes the customer with foreseeable mistakes. There are exceptions, of course. One is the supply chain, which in many multinational … [ Read more ]

More from Less: Making Resources More Productive

For industrial manufacturers, resources remain a huge financial and managerial cost. A change in perspective can lead to real breakthroughs in reducing resource consumption.

Weak Links in the Chain

Flexible, adaptive supply chain management is an overlooked but vital component of a company’s overall innovation strategy.

When Toyota Met E-Commerce: Lean at Amazon

Amazon’s former head of global operations explains why the company was a natural place to apply lean principles, how they’ve worked in practice, and where the future could lead.

What Really Happens When Companies Nix Performance Ratings

An ever-growing number of companies continue to discover that de-emphasizing ratings in favor of ongoing quality conversations that support employee development is showing itself to be a viable option. At the NeuroLeadership Institute, we’ve conducted in-depth research with 33 of these 52 companies to find out what really happens when companies remove performance ratings. Here are some of our high-level findings.

Chief Executive Magazine

Breaking operations into four parts—problem-solving, daily management, strategic alignment and people development—and fine-tuning them both individually and in concert can help ensure better performance.

Productivity Unveiled

One oft-cited source of productivity is learning by doing, which is the ability of workers to raise productivity through experience. In fact, economists have credited the Horndal effect to learning by doing. The longer workers do the same type of job the better they get. The result is higher production without having to put in new machines or hire more workers.

Several studies have looked into … [ Read more ]

Maximizing the Make-or-Buy Advantage: A Scenario-Based Approach to Increasing Resilience and Value

The context for make-or-buy decisions has become more dynamic, as manufacturers face dramatic swings in demand and the relative costs of sourcing locations. To maximize their resilience and value creation, leading manufacturers use a scenario-based approach to assess the implications of a broad array of sourcing decisions simultaneously.

Zeynep Ton

Great performance, whether in customer service or the quality of manufacturing, requires operational excellence. Operational excellence requires a great operational design and great people to carry it out. Neither can make up for the lack of the other.

Zeynep Ton

Good service rests on a foundation of good operations. But good operations rest on a foundation of skilled and motivated employees.