Although sustainability has been a buzzword throughout manufacturing supply chains since the dawn of the new millennium, the push to implement green supply chain practices has ebbed and flowed. In fact, for some organisations it’s easier to write an optimistic sustainability report than it is to thoroughly green its operations and those of its suppliers.
Integrative Improvement Blog
The integrative improvement blog discusses and provides commentary on the latest topics in the business performance improvement sector.
Continuous improvement doesn’t stop at the completion of short-term improvement objectives (otherwise it’s not really continuous improvement). Done well, the initial CI activities should result in broader workforce engagement. So once you have their attention, and perhaps their hearts, why stop when CI maturity levels out?
In today’s manufacturing environment where supply chain management and lean manufacturing can make an infinite contribution to an organisation’s bottom line profits, operations can no longer be left out of the strategic planning loop. While a well-defined operations strategy will not guarantee success by itself, not having one at all will almost certainly guarantee failure.
To effectively drive and sustain continuous improvement, leaders and managers need to guide their teams through significant step-change improvements. Most importantly, they need to maintain their gains at every step of the CI journey, which is where many improvement efforts go awry. Here’s how to stay the course.
The secret to lasting business improvement success lies in the initial stages of implementation, that vital link between concept and execution. Without a good understanding and undertaking of this process, it would be nearly impossible to achieve satisfactory results in turning great concepts into real actions.
Like many weight-loss plans, continuous improvement initiatives often start off well, generating excitement and great progress, but all too often fail to have a lasting impact as participants gradually lose motivation and fall back into old habits. We take a look at 10 of the more familiar signs of faltering CI initiatives, as well as a solution to reverse their deterioration.
It was a startling surprise and wake-up call for the global economy when UK voters decided that the country should follow the Brexit movement and terminate its membership of the EU. Like natural disasters, the Brexit event can have a destabilising effect on even the most resilient supply chains. To best manage its impact, supply chain leaders must now spread risk and increase supply chain agility.
A perennial problem which management thinker Peter Drucker considered one of the ‘great divides’ in management more than 40 years ago, is the disconnect between supply and demand. Surprisingly, research suggests that the divide between supply and demand is as serious a problem today as it was in his time. This post reveals the solution to this dilemma.
Since Dr Eli Goldratt made the Theory of Constraints famous in the mid-80s with his business novel, The Goal, the scope of constraint-based optimisation has extended beyond the factory walls. Supply chain management has evolved into a science, and achieving end-to-end manufacturing supply chain excellence is now a top priority.
First emerging well over 35 years ago, sales and operations planning (S&OP) has moved from catchphrase status to mainstream adoption among the world’s large supply chain-focused organisations. This post briefly looks at seven best practices that will help you unlock the benefits of S&OP in your organisation.