It is interesting when a group of ‘Lean’ (or Six Sigma) enthusiasts get together as the talk quickly moves onto the topic of which tools have been used and examples of ‘Visual Management’.
However, given that Lean/Six Sigma/Concurrent Design are really just a bag of tools from which a skilled mechanic will draw out one that is appropriate, I believe it is more important to discuss the structure of the improvement process.
Fundamentally, what steps will be taken by the organisation to deliver improvements – from outlining the requirement for improvement (setting out the organisational Roadmap and Scoping the changes to be made) to implementing improvements in a flexible manner – the discussions need to cover who will be involved, when and why and how the process will be managed and reported.
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