Sometimes the best improvements are the simplest ones, the ones that are often sitting under our noses. Simple ideas get implemented. Simple ideas stick.

I had a really interesting conversation at the end of a workshop yesterday. The person I got talking to was concerned that although they now knew how to implement the changes they were unsure as to when they would be able to do the work - it just seemed like too much. The basic application of the Takt Time approach, that follows, was how we ended the conversation.

Recently I have been working with a client to help them bring a project back on schedule. The conversations that took place at the start of the project were interesting; we reviewed the targets that were set for the production rates within the project.

Another day, and another conversation about production losses. Why are they ignored so often? I do wonder if there is a lack of wanting to face the truth about the inefficiency of businesses that makes this the case.

It can be really tempting to ease up when you see some progress being made on an improvement project. I see it time and time again; some progress is made, people feel good and momentum ceases.

My popular e-book ' Kamishibai Boards ' is free on Amazon between 9th June 2015 and 11th June 2015. It shares a step by step process to implement a simple visual management approach that can help businesses to form effective workplace habits. To view the book's details please visit:  http://www.amazon.com/gp/product/B0073FWAC6 Giles Johnston Author of Business Process Re-Engineering

I was engaged in a really interesting conversation this week about ERP systems and the need for training. We discussed the training gap that was evident and then got talking about the other things you need in a business in order for ERP to 'fly'...

Just like the use of the '5 Why' technique can make a massive difference when undertaking root cause problem solving (when you keep pushing with the questioning), asking 'and then...?' is a really good question when it comes to drawing out the steps of an improvement plan. And then....?

I was grumbled at today for bringing out my trusty list. Do you use a list? I use them all the time; there is too much to remember otherwise! One of my favourite reasons for using a list however is to capture the amazing range of improvement ideas that float around my client's businesses.

I see ideas getting implemented in all kinds of different businesses. Some get great results, some don't. Some happen quickly, some don't. And do you know the main difference?

My book ' Personal Productivity ' is free to download, via Amazon, until the end of the 19th of May 2015. To get your copy please visit:  http://www.amazon.com/dp/B0087CUBRA Enjoy, Giles Johnston Author of Personal Productivity

I had two really good examples of going slower to go faster * take place over the last few days. Have you experienced that feeling when you are trying to get so much done that you get very little done at all? We think that we're multi-tasking but instead we are really treading water and feeling overwhelmed.

Many times I will enter a business and I'll see a skills matrix on a noticeboard. Do you use them? Many of the skills matrices I see are out of date and under used. So, how about this for an idea?