Systems Thinking is described by Peter Senge as “a discipline for seeing wholes rather than parts, for seeing patterns of change rather than static snapshots, and for understanding the subtle interconnectedness that gives (living) systems their unique character”. Systems Thinking examples include ecosystems, cars and human bodies as well as organisations! Systems Thinkers have taught…
There are plenty of tools and techniques in the Continuous Improvement toolkit to support different thinking and creativity, and it has long been maintained that equipping and engaging people in improvement activities is an essential CI principle. Indeed failure to use the talent and imagination of people has been recognised as one of the quintessential…
We can probably all think about being more efficient ourselves. What do you want to save? The answer that’s likely to come to mind first is saving time. According to the adage, ‘time means money’ – so perhaps it could ultimately come down to money. But what exactly is involved in becoming more efficient and what does…
“To measure is to know”, stated physicist, mathematician and problem solver Lord Kelvin. “If you can not measure it, you can not improve it”. This clearly applies to measuring operational efficiency – without appropriate measures in place, how much can we really know about performance and efficiency, and how do we know if continuous improvement activities,…
Image produced by Sophie Smiles. Click here to find out more. Becoming a Transformation Maestro with Agile Once upon a time you could build a 5-year strategic plan and deliver it. Now for many organisations, even the idea of planning an annual budget would require a crystal ball – such is the pace of change.…
This Sunday, every single person in the UK will unite and take action, with a clearly defined and common purpose. We have done so twice a year since 1916, with a couple of exceptions. Amazing – the fact that people, all of the people, will mobilise and co-operate to change something as ubiquitous and vital…
Increasingly often these days we get greeted with the phrase “May you live in ‘interesting’ times”. Then we may pause a minute to think whether that was meant as a constructive positive wish – or whether there was something deeper meant by it. ‘Interesting’ sometimes seems more to mean ‘turbulent times’ rather than ‘fascinating’. Either…
Continuous improvement in organisations starts with continuous learning and growth at an individual level, which is why personal development is important. Indeed, proceeding to achieve sustainable Operational Excellence calls for constant learning, honest reflection and harnessing the full potential of our people to routinely remove constraints, solve problems and find a better way. Fujio Cho,…
On our theme of ‘getting started’ this month, we always recommend listening closely to the ‘voice of the customer’ to understand the experience of using products and services from their point of view. Catalyst Director, Mark Jones, recently had a holiday in Cuba but couldn’t switch off completely prompted by his experiences, as he explains…
Before hitting the road with Lean Six Sigma, it is necessary to start the engine. To do this, three vital components are required – a spark, fuel and air. The spark in an engine delivers electric current from an ignition system to the combustion chamber to ignite the compressed fuel and air. The power of the…