MRP systems come in all shapes and sizes. Some are OK, some are great and some are astounding. Some have big price tags and some are modestly priced. They all need a human input however...

One thing that happens when you get involved with continuous improvement is that you find other, related, actions start to appear. They might be things that you can't do immediately (for time constraints let's say) but that you do want to do. How do you capture all of these actions that spring up? On a wider note, how do you capture all of the actions that come forth from you business that you have been asked to do, or need to do?

I was in a conversation the other day that I was hoping was going to be straightforward. We were looking to extend part of an ERP system into another area of the business. The area admittedly was difficult to model within ERP and had therefore been kept out of the system. But I had an idea that I thought would work. The conversation was not straightforward...

I was doing some work today with a team who were trying to work out how to improve their business' processes. There was a lot of debate about where they should start this conversation.

I was in a really good meeting today. The specification was clear as to what the client wanted to achieve and it made developing a methodology relatively straightforward. The first meeting wasn't like this however.

New presentation uploaded to SlideShare: Giles Johnston Author of Business Process Re-Engineering

If you have ever struggled to get a change to take hold in your business then you might want to look at the feedback loops in your business. A good feedback loop, or mechanism, can make the ongoing management of your processes a whole load easier? Do you have them defined in your business?