Hooi Tan’s Post

🔍 Unlocking the Power of Reliability Culture! 💡 Have you ever wondered what it truly takes to build, foster, and sustain a culture of reliability in manufacturing? Discover the key steps to building and understanding the essence of a reliability culture in our latest blog. From leadership commitment to fostering ongoing learning, unlock the secrets to achieving and sustaining excellence in manufacturing operations. Dive in now! https://lnkd.in/gEyq9taX

In a bid to improve organizational performance a variety of tools and systems can be deployed . There is no hard and fast rule and as leaders we need to be open minded and keep iterating till a system that fits our local contexts can be found. Process optimization is one of the key tools for operational performance improvement. The japanese word and concept Kaizen , usually affiliated with the Toyota production system TPS, emphasises continuous improvement . This business philosphy stresses the commitment by all team members to actively improve processes through incremental tweaks focused on enhancing efficiency in each process. Commitment to this can contribute to avoiding large changes that involve a lot more effort in managing stakeholders during the change process. Particular attention must be paid to handoffs especially in cross functional processes. All involved must understand that just like a baton race your individual speed is pointless without passing the baton and ensuring the final runner crosses the finish line. Ownership of each process should therefore be driven across the various teams and the business as a whole.

Developing a Continuous Improvement Culture A Management Perspective

Why do I need a "system"? Two common mistakes I see in building operational excellence: 1) Hoping it develops organically 2) Cut-and-paste from another organization It is important to involve, to engage, individual contributors in your continuous improvement. However, your members will prioritize where leadership spends your time and money. And if you don't invest in building those capabilities they won't grow and your team will perceive that it is not important. Copying another organization's system assumes that you have the same strategic needs, values, and current capabilities. This makes the organization very tool focused rather than principle focused. You begin to make sure you are doing things/using tools rather than understanding the outcome you are trying to achieve. The Focus and Align Framework builds a management system with your values, aligned to your vision, to achieve your current top objective. With that clarity you can #improveLESS ... and get better results. #lean #sixsigma #processimprovement #continuousimprovement #operationalexcellence

"You can have the best processes in the world, but if you don't have consistent people to execute, you got people leaving the company in and out all the time that just don't [care] about the business ... processes mean a lot less." - Jason Lippert Wow! Really amazing conversation with an amazing leader. What is the Lippert key to success and continuous improvement? Invest in people. Make an environment that people don't want to leave and want to contribute to improving. We hear in OpEx circles that a bad process will beat a good person every time . Well also consider that a good system doesn't help much without dedicated people. Are you investing in culture AND process? When you create a culture people don't want to leave, you can #improveLESS ... and get better results. #lean #sixsigma #processimprovement #continuousimprovement #operationalexcellence

One of the greatest challenges when developing a lean culture is how to get everyone engaged in the continuous improvement strategy. As with any arduous endeavor, it’s beneficial to look for a few points of leverage that provide a disproportionate amount of impact. IndustryWeek | Dave Rizzardo | #Manufacturing | #LeanManufacturing

https://lnkd.in/gZ_7NXjj Strong Talent is always needed, but I think Transparency is the often overlooked key that these authors have pointed out that truly allows operations leaders to be successful. Which other ones do you think are important for successful Operations Management and why?

🚀 "Beyond the Status Quo: Reaching Growth through Continuous Improvement" https://lnkd.in/eUzrFhPt Wrapping up our 3-series exploration into sparking growth in manufacturing, David Pate discusses effective methodologies that stand the test of time, centered around nurturing a culture of continuous improvement and implementing a solid management system framework. This blog is essential for leaders in manufacturing looking to elevate their organization's productivity, performance, and sustainability. Read it here ➡ https://lnkd.in/eUzrFhPt Missed the first two blogs in the series? Read them in the comments section. ⬇ #GrowthInManufacturing #OperationalExcellence #EffectiveLeadership #PracticalImprovement #SustainableSuccess

In essence, Gemba is a philosophy that encourages a hands-on, in-person approach to problem-solving and improvement. It aligns with the idea that those closest to the work are often best positioned to identify opportunities for enhancement. By embracing Gemba, organizations can create a culture of continuous learning, empowerment, and improvement, ultimately contributing to the overall success of their operations. . . . . . #kaizen #kaizeninmanufacturing #manufacturing #organizations #workplaces #improvement #leanmanagement #innovation #growth #excellence #transformation #trivia #wordoftheday #gemba #problemsolving #empowerment

Did you try to perform GEMBA walk !! Gemba walks are a powerful management technique that originated in Japan and are widely used in various industries and organizations worldwide. The term "gemba" translates to "the real place" or "the place where work happens.. The primary purpose of a Gemba walk is to gain firsthand knowledge about the processes, workflows, and challenges faced by employees during their daily work. By observing the work in its natural setting, leaders can better understand the flow of value through the organization and identify areas for improvement, inefficiencies, bottlenecks, and waste. This firsthand understanding enables leaders to make more informed decisions and support their teams effectively.