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Articles and Case Studies

Our Consultants write about our work with clients.
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"Gage

Making Sense of Attribute Gage R&R Calculations

Measurement error is unavoidable. There will always be some measurement variation that is due to the measurement system itself.

Most problematic measurement system issues come from measuring attribute data in terms that rely on human judgment such as good/bad, pass/fail, etc. This is because it is very difficult for all testers to apply the same operational definition of what is “good” and what is “bad.”

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Cultivating an Improvement and Innovation Mindset

Working with management teams of our clients often takes them away from their business for a few days. They frequently get in touch with their teams at home. Sometimes I involuntarily eavesdrop their part of the conversation. “How is it going? Is everything ok?” are common questions they ask their teams. When they get some kind of “yes” they seem satisfied.

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Forecast to Fulfil – Inventory Management (Work In Progress)

Deliveries to the customer are often delayed due to lack of appropriate product mix. Meanwhile the factory floor looks like it could serve the same number of customers or more for the next two years without replenishing any inventory. Raw material fed into the production unit seems to be never enough. WIP goods are stacked along walls and corridors or any available space – until a new warehouse is available. Work centres are filled beyond capacity and people and machines work around the clock to make the next customer order. Those are examples of bad inventory management.

"Lean

Don’t Automate, Obliterate!

Our business simulation is intended to show the business impact of improving and even redesigning a rather simple business process – the effect of Business Process Re-engineering (BPR). Basic yet powerful tools come to play. Process KPIs as well as customer satisfaction and customer KPIs are a gauge for the degree of improvement. We have been running this simulation nearly a hundred times with teams from different industries.

"Moment

Gemba? I was There

When Uwe asked me whether I would like to go to Gemba in order to help understand the client’s process we have been studying, I looked it up on Google. To my surprise, Gemba is not a secluded, unknown part of Singapore. Gemba (现场) is a Japanese word that means “the real place”. Japanese detectives use Gemba to point to the crime scene. In our process excellence context, Gemba stands for the place where the “real value for customers is created”. I was wondering about the need for this. After all, we had received detailed information about both, flow and timing for all processes directly from project teams.

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Recognising The Coach-able Moment

In a coaching or mentoring relationship, finding the right moment for performing the coaching is critical. Often, coaching attempts go wrong because the moment is just not right. But, how do you know whether you are at a coachable-moment? Just ask yourself whether you have the right essentials for coaching someone: A sincere intention, a good relationship and suitable words.

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Revisiting Management by Walking About (MBWA)

Some twenty years ago, just after I was hired by General Electric Capital and tasked to implement something as strange to a bank as continuous improvement in their newly acquired, yet dusty German banking environment, life was not walk in the park anymore. Gaining the skills for the new job with the help of the outstanding GE Capital people development engine was challenging but rewarding.

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Banking – A Productivity Gold Mine

When I joined General Electric Capital fifteen years ago, I asked them why they would hire an engineer with no prior banking knowledge. The answer was quite a pleasant surprise: “We have enough people who understand banking. Unfortunately, we do not have those with a process mind-set.”

To assume that banks have changed since then, might be baseless. For me, banking is the real productivity gold mine. Here is a snapshot of some of the questionable activities that banks have been engaging in recently.

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No One Makes Mistakes on Purpose

“Bob is not doing his job. Always mistakes. What should I do with him?”
“Mary has messed up our relationship with a key client. I had to step in to save the day.”

Having done a multitude of projects in all kinds of private and public organisations, we have frequently encountered these and other remarks by managers about their staff. Although the comments are usually based on symptoms that come in the disguise of facts, starting a project, especially an improvement project, with this type of mind-set is generally a bad omen. It sets the wrong focus and leads very often to failure.

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Customer to Cash – Customer Segmentation for AR

Collections represents the ‘end’ of a sales cycle. It also represents the firm’s ability to convert cash expended from when a customer order arrives through fulfillment and payment. For many firms the operating motto in this area of working capital management is to simply try to collect faster. Few go beyond to address this ‘end of sales cycle’ activity that is the key provider of cash for the firm.

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