Guide
Insights on lean, processes and change.
9 of 40 articles
Software only makes bad processes faster
The new system is live, and the queries are increasing rather than decreasing. That is no accident. If you digitise an unclear workflow, you get an unclear workflow with notifications.
Email is not a process
When an order wanders through eight inboxes, there is no workflow, only hope. How to recognise where your office is run by email, and what you need instead.
The manual says A, the plant does B. Who is right?
In almost every company there is a gap between the documented process and the lived process. Whoever ignores it digitises the wrong thing. Whoever takes it seriously often finds the best process in everyday work.
What a CEO learns on one early shift, no report will ever teach
Reports smooth things over. The early shift does not. Why a full shift on the line reveals more about your plant than any presentation, and how to set it up so that it changes something.
Why your best people resign inwardly before they say it out loud
The inner resignation begins long before the letter of resignation, and it begins with the people you least want to lose. The signals, the causes and what you can still do.
Why change gets stuck in middle management
The executive board has decided, the line is waiting, and in between sits the level that is supposed to carry everything and gets the least for it. Why that is and how to turn the middle into the engine.
Employee survey. And then what? Why most results end up in the cupboard
The results are in, the traffic lights are lit, and nothing happens in the plant. Why that is, and how to set up a survey so that it does not end with the presentation but starts there.
Delivery date promised, delivery date missed. What is really behind it
The customer calls, the date is gone, production gets the call. Yet the date was already lost before the first chip fell. Where delivery reliability actually comes from.
The workshop was great. And then nothing happened.
The feedback forms were glowing, the action list was long. Three months later nobody remembers. Where workshops fail, and it is usually not in the workshop itself.