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Showing posts from March, 2008

Allocation of Resources

When we look at a business we can see that the building blocks present are pretty much the same as in our rivals. We all have people, computers, knowledge and equipment. How we put these resources together to form our business makes all of the difference.

If you think of the building blocks that children play with you can see the issue quite plainly. Some of the configurations are more interesting, prettier and more fun than others.

When you look at businesses that are doing well they fundamentally have the same kinds of resources, but what they do with them creates a different effect to the other options they have available.

Are the resources in your business configured as the most effective option, or do they lack the punch that isneeded to make the business really take off?

Smartspeed Consulting Limited
'For When Results Matter'
www.smartspeed.co.uk

Lean versus Agile Business

Agility is the ability to move between different forms of production or service delivery - allowing you to change your business outputs in a dynamic marketplace. Lean is the approach of removing wasteful actities from your business operations to allow your workforce (both office and production) to spend more time on work that the customer will pay for (aka value adding activity).

As they are two separate approaches you can be both agile and lean at the same time. A lot of companies in industry are in positions that are more polar in this respect - i.e. very lean but with low levels of flexibility (and not agile) or highly agile with large amounts of spare resource (so not very lean). Developing agile systems and driving out the waste in the system is one way to become agile and lean.

Consideration of supply chains that allow resources to be turned on and off may allow a company to create different products that vary greatly - allowing the output to be both lean and agile, and then the s…