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Showing posts from November, 2020

A 3 step plan to increase the hit rate for management actions

Someone tried to derail my day yesterday. They hadn't prepared their information in a timely manner and then tried to cancel our meeting just moments before it was meant to start. I won't go into how I originally rearranged my day for this meeting, or the fact that we still managed to have the meeting, despite a good chunk of data being missing. But, amongst all this frustration, there was a clear learning point for the person in question (I hope that they got the point!). The point was that not only was the task not done, the person who had to do it was oblivious to the fact they had the task to deliver in the first place. I mean, they would have known about it when the task was originally agreed, but since then it has floated away into the ether... So, let me share with the three step plan for increasing the hit rate with these kinds of actions. You can use this if you find yourself struggling, or if you find members of your team accepting tasks and then just not delivering.

What are your improvement 'guiding principles'?

If you have read my other blog posts, or books, you will know that I continuously refer to a specific challenge within continuous improvement . The challenge is what happens after you have improved all of the really obvious improvements. I refer to this as being the difference between moving from 'bad to OK' compared to moving from 'OK to amazing'. The first part of the journey is relatively straightforward. You see something that isn't right and you fix it. Simple. So, what happens when you move past this point and you can't see as many things to improve? You need a different focus, you have to start looking somewhere else for your improvement inspiration. Create a powerful vision for your business. Available from Amazon and iTunes The other day I was talking to one my my client's member of staff about this very issue. The person in question was relatively new to the business and had made a big impact to the running and organisation of their manufacturing