FrenchWhy companies should buy the power an engine produces – not the engine
Lean Manufacturing Principles for High Levels of Reliability and Safety
Share: Why Don’t Large Airlines Manufacture Individual Aircraft Engines? Large airlines do not manufacture individual aircraft engines, instead they buy the engine from suppliers like […]
Read moreAre you Losing Money?
Early Equipment Asset Management is really about life cycle costing. That means ensuring that the equipment operator spends the least amount of money to buy, operate and maintain the item equipment over, let’s say, a ten-year period. In other words, decisions about purchases are not based purely on the purchase price but on how easy it will be to operate and maintain and how well the equipment will perform once it has been installed.
Read more5 Tips to Achieve Great Results from Your Presentations
If delivering a good presentation could mean the difference between you getting a new job, winning some work, influencing others to make a change or not, then take time to polish your presentation skills because a few basic skills and techniques can make all the difference between winning and losing.
Read moreExploring Opportunities: Why your business is a ‘Factory’?
Although not all manufacturing businesses have had the vision to apply Lean Manufacturing processes, the big opportunity lies in non-manufacturing businesses who often don’t see the comparison between their operation and that of a highly productive automotive factory. Therefore, they are failing to learn and capitalise on the major benefits that can be achieved.
Read moreTackling Resistance to Change – Is your organisation ready?
Millions of pounds are invested annually in change programmes – in process improvements, lean transformation and asset reliability – all in pursuit of cost reduction, improved efficiency and longer-term profitability.
But, before you embark on a costly, if necessary, change exercise you may want to find out to what extent the people in your organisation are ready for it. After all, they are the ones who need to understand the reasons behind your change effort so that they can embrace your ideas and implement them. To be sustainable, change needs to happen across all levels of an organisation. It is only by opening up lines of communication between practitioners and managers and between different functions that attitudes can change and new ways of working can be adopted.
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