The “if it isn’t broken, don’t fix it“ philosophy prevents managers from looking forward to anticipate what’s coming down the line. In the current environment of uncertainty, especially in relation to Brexit, companies need to be actively looking forward and proactively planning.
Adopting the following strategies may help prepare for those unforeseen circumstances:
The lack of visibility — the ability to track parts or products from the manufacturer to their final destination — is a supply chain weakness with massive consequences. A survey conducted by JDA, Microsoft and Incisiv, published in January 2019, shows
that 78% of C-level executives lack real-time visibility across their supply chain.
While most supply chain managers admit lack of visibility is a problem, the survey indicates they are not taking the required
initiatives to remedy the situation. Steps that should be taken include:
By definition, accountability means being held responsible for a necessary task. Too often, companies do not make anyone accountable for supply chain disruptions, which hinder reaction time to address the problem.
Particular areas to focus on include:
Want to develop your supply chain skills?
Look at our online supply chain courses.
]]>Generally speaking, online courses have a major benefit over traditional learning with their reduced cost. For example, there is no cost for commuting. Assorted costs that are related to transport, such as fuel, parking, car maintenance, and public transportation costs don't affect the online student.
]]>Generally speaking, online courses have a major benefit over traditional learning with their reduced cost. For example, there is no cost for commuting. Assorted costs that are related to transport, such as fuel, parking, car maintenance, and public transportation costs don't affect the online student. Online course are often a fraction of the cost of an in house training session and on top of that have a lot of other benefits that come with them.
Often in physical class learning can have larger crowds that online class learning which leads to less interaction between the student and teacher due to constraints on the teacher but also group mutism. We’ve all been involved in classes where you want to ask a question but keep quite for fear of seeming silly in front of a group. Smaller classes allow for better interaction between student and teachers which improves the learning experience.
The advent of E-Learning has meant that for many companies and individuals they can learn from anyone anywhere. You no longer need to be within driving distance of a course in order to undertake it. With E-Learning people in Toronto and Ireland can learn from someone in the UK without having to leave their living room.
Critical thinking plays a role in any type of education; however, online learning forces you to develop your critical thinking skills in ways that you might not have practiced in an in-person classroom setting. This sort of self-paced and self-motivated learning demonstrates to future employers that you have the ability to think critically and overcome any obstacles that might stand in your way.
Wider Choice Of Subjects
Often, you’re limited to learning what is on offer in your region but with online learning you’ve a much wider selection because you have access to trainers from around the globe. For example on our website we offer 8 different course categories (more coming) with multiple different course types in each category.
Want to try online learning? Check out out all of our courses here.
]]>The technical definition - Agile methods or Agile processes generally promote a disciplined project management process that encourages frequent inspection and adaptation, a leadership philosophy that encourages teamwork, self-organization and a shared/team accountability, a set of engineering best practices intended to allow for rapid delivery of high-quality software, and a business approach that aligns development with customer needs and company goals.
The less technical definition – Agile is a methodology that focuses on improving the effectiveness and value of a company’s project outcomes by using individual cross-functional teams allowing for faster more adaptable production or provision of value-based services. The philosophy of Agile is one of making decisions at the level of expertise, empowering people to learn, and experimenting with solutions that are co-created with customers.
According to this report by Deloitte, 79% of global executives believe that Agile performance management is considered a high organizational priority. Within their 2019 report, Agile continued to be a focus with the majority of companies surveyed engaging in some form of agile management.
Figure 1 Google search term interest. Agile(Blue), Scrum(Red) & OKR(Yellow)
HR, like many roles within business has changed and continues to change at a rapid pace. In addition, as Industry 4.0 takes hold, the way management operates within business is changing. The traditional management approach focused on alignment and control with a tiered hierarchy. This approach has been replaced within many companies with a much more fluid management system that focuses on speed and customers with their goals being adaptability, innovation and agility.
HR’s role within companies has changed due to this more modern way of leading. Traditionally, HR’s function was to implement controls, standards and systems to drive alignment and execution whereas the more modern approach has shifted to focus on implementing programs, systems and strategies which foster expertise, collaboration and decision making. This shift allows HR professionals to manage volatility, enhance adaptability, and strengthen the organization by applying Agile methodologies to their talent-management processes.
Improved communication
Catch problems while they’re still small
Learn to better incorporate feedback
Up to a 20% boost in employee engagement
Improved visibility and control
More flexible resource pool
If you want to achieve any of the benefits of Agile highlighted above, LeadingEdgeNow offers a variety of Agile courses; An introductory course on Agile Leadership combined with Agile HR and internationally recognised Agile certifications through ICAgile. Check out the courses for yourself or contact us here to learn more about Agile HR.
]]>Described as the Godfather of Lean, he has published over 100 Japanese management books in English, including the works of Taiichi Ohno and Dr. Shigeo Shingo and taught the Best of Japanese management at Portland State University. Norman created the Shingo Prize with Dr. Vern Beuhler at Utah State University. He also was elected to Industry Week's Manufacturing Hall of Fame.
Norman's fascination with manufacturing led him to Japan and a lifelong exploration of the methods behind Japanese quality and productivity.
Over three decades, up until 2016, Bodek went to Japan 86 times, visited more than 250 plants and published over 250 management books.
Norman has found tools, techniques and new thoughts that have revolutionized the world of manufacturing. He met Dr. W. Edwards Deming, Dr. Joseph Juran, Phil Crosby, Dr. Kaoru Ishikawa, Dr. Yoji Akao, Mr. Taiichi Ohno, Dr. Shigeo Shingo and other manufacturing masters and published many of their books in English. Each person he met gave him a new perspective on continuous improvement, and helped him to better understand links between the functional areas of the Toyota management system, and the value of Lean, Kaizen in achieving quality and continuous improvement.
Norman has led more than 25 study missions to Japan. He was one of the first to publish books and training materials on SMED, CEDAC, Quality Control Circles, 5S, and the Visual Factory Total Productive Maintenance, Value Stream Mapping, Kaizen and Kaizen Blitz, Cell Design, Poka-Yoke, Andon, Hoshin Kanri, and Kanban. Other books followed, on topics including total quality management.
Many of these topics form the building blocks of the Toyota Production System, which, in turn, is the basis for what came to be called Lean Manufacturing in America.
Norman has said his most powerful discovery was the way Toyota and other Japanese companies opened the infinite creative potential often lying dormant inside every single worker "When you unlock this hidden talent people become highly motivated and actually love to come to work," he said.
Since 1999 Bodek has focused on Toyota's second pillar "Respect for People, employee-development and employee-empowerment."
HARADA METHOD: THE HUMAN SIDE TO LEAN
The Harada Method is designed to teach people how to be great leaders, coaches, and to build a winning team.
On his 75th trip to Japan, Norman met Mr Takashi Harada, who Bodek believed has the ultimate recipe for competing against low-cost labour in China and India. By 2011 the Harada Method had become recognized as one of the most systematic ways to enhance employee development. Harada has been adopted by Kirin Brewery, Uniqlo (retail clothing), Nomura Securities (financial services), The Bank of Tokyo-Mitsubishi UFJ, and Chugai Pharmaceuticals.
Harada sees his method as the next step in the Lean journey. He believes it integrates easily with Six Sigma, Hoshin Planning, and other continuous improvement efforts, to give real substance to what
Toyota calls “respect for people.” Bodek claims employers can use Harada to embed continuous improvement in workplace culture.
The essence of the Harada Method is “self-reliance.” Self-reliance is the ability of each person to become so skilled at something that she or he is virtually irreplaceable. They become artisans in disciplines that serves their future and also the success of their organization. People are fully trusted to make responsible decisions for themselves and for the organization they work for. Shohei Otani, the MVP in Japanese professional baseball, used the Harada Method when he was a Sophomore in High School, setting his clear goal to be a great baseball player. Recent rumors are he is worth over $300 million when he joined the American Professional Baseball League in 2018.
In 2005, Norman won the Books and Monographs category of the Shingo Prize for Excellence in Manufacturing, a prize that awards companies worldwide that "achieve world-class operational excellence status," for his book, Kaikaku, The Power and Magic of Lean.
In 2010, he was inducted into Industry Week's Manufacturing Hall of Fame. The award recognized him as one of a team of "industrial superstars whose collective careers have had an immeasurable impact and influence on U.S. manufacturing."
]]>We’ve created 4 rules for and ICT/Digital Strategy implementation that should point you in the right direction. If you need additional assistance look at our ICT/Digital Strategy page here. Something to keep in mind through the process is the “Golden Circle”; why as in why your company exists, how as in how will you achieve your goals and what are you actually offering.
A good Digital Strategy starts by understanding the competitive environment and how it’s likely to change. New technologies can radically reshape business economics which means it’s essential to think through the implications for your own organization and your broader ecosystem of customers, suppliers, and partners. What new offerings can digital enable? What new competitors can it empower?
The impact and opportunities of digital will vary by industry and by function. Core business processes can be reinvented; for example, supply chains are being reconfigured thanks to Industry 4.0, making it possible to operate smaller, more flexible facilities closer to customers that can rapidly deliver new products tailored to local demand patterns. Digital platforms and their related ecosystems can offer access to borderless global markets.
Set out what you want to achieve with this strategy, what is the “big picture” for your business. When doing this it is important to be ambitious but not realistic, often companies can get tunnel vision and begin to lose focus of the environment around them which often is what facilitates how much can be achieved with a Digital Strategy.
Changing your core service offering can be a risky move especially when it is something that has been established for a substantial period of time but that does not mean you can’t adapt it. Many fast food chains for example have kept their fundamental product the same but have digitised elements of their offering such as creating apps for ordering which allows a more efficient customer service
As with every major change within business there is usually some resistance from stakeholders for a multitude of reasons ranging from technical to personal frustrations. Managing this change is very important to the success of implementing an effective Digital Strategy. Lewin’s Three Stage Model is often adopted as a very effective way of managing change, the model has three main stages; Unfreezing, Changing and Refreezing, within these stages there are multiple steps to making them effective. The basic idea of the model is that you “unfreeze” the old processes, implement the change and then “refreeze” the new processes.
Once a Digital Strategy has been implemented, just like any change, the results should be measured effectively. Ways of measurement can vary from company to company and very much depend on what the initial goals were. Measurement can really be anything from sales to efficiency to cost reduction. The level of effectiveness is all in context to the company in question, some companies may be quite progressive in their ways so a digital strategy would have fewer barriers to overcome so it is more effective compared to a more traditional company.
]]>Tackling your business’ Cyber Security plan isn’t a once-off project. Instead, a measured approach that responds to changes in your marketplace, evolutionary movement in technology, and shifts in the mindset of your clientele, should be considered. Moreover, by engaging the services of seasoned experts, you can rest assured that their experience and know-how can trump your biggest fears around operating in a high risk level environment. If you’re searching for the best Cyber Security experts, we recommend you do your research and find out about their:
]]>Tackling your business’ Cyber Security plan isn’t a once-off project. Instead, a measured approach that responds to changes in your marketplace, evolutionary movement in technology, and shifts in the mindset of your clientele, should be considered. Moreover, by engaging the services of seasoned experts, you can rest assured that their experience and know-how can trump your biggest fears around operating in a high risk level environment. If you’re searching for the best Cyber Security experts, we recommend you do your research and find out about their:
Step Two: Document
The idea that Cyber Security concerns should rest on the shoulders of your IT Department is outdated. Cyber Security is everybody’s business, within your business. And that’s why thorough documentation isn’t just a nice-to-have; it’s an essential. Full documentation will provide every member of your team with the information they need to respond effectively, and I a timely manner, to a Cyber Security incident. Moreover, your documentation will detail the layers of authorisation around company data, proprietary information, and other important knowledge.
Step Three: Educate
You’ve done it: Your management team is on board, your executive teams are adapting to the rules and regulations, and you’re feeling confident about your business’ Cyber Security plan. But then, the unthinkable happens: someone in the back office shares a screenshot of an office memo online. Listed on your office memo was your Director’s personal mobile number…now what? Preventing this type of mishap is far more important than you may initially think, and prevention is always better than a cure. Your business’ Cyber Security plan is something to be shared and strictly adhered to, but team commitment and engaged education can take care of silly mistakes, before they happen. When implementing your business’ Cyber Security plan and undertaking a company-wide education, we recommend:
Step Four: Real World Scenario Testing
You’ve trained, you’ve talked, and you’re absolutely certain your business is ready for anything. The truth lies in the testing. Working with your Cyber Security consultants, you’ll need to start testing your Cyber Security plan, to ensure that your business responds to a real cyber attack in an efficient, effective way. Real world scenario testing puts the theory into practice, and reveals your business’ true capabilities around ensuring its Cyber Security. Your Cyber Security plan should undergo real world scenario testing at 3 different levels:
Step Five: Assess and Update
Now that you’ve successfully simulated different types of Cyber Security incidents, it’s time to assess how well your business performed in accordance with your Cyber Security plan. It’s not just the resolution of a problem that needs to be attended to; it’s the revision and adaptation of your Cyber Security plan too. With a focus on improving your business’ ability to respond to a Cyber Security incident, now’s the time to assess your experience, analyse the effects, and update your Cyber Security plan.
]]>LeadingEdgeNow will provide access to a suite of training programs in high-priority areas such as Lean, Agile, Supply Chain, Innovation, Digital Transformation, Cybersecurity and more, all very relevant to the specific needs of these times.
]]>An example of how companies are having to innovate due to Covid-19
Leading Edge Group has just launched their new business, LeadingEdgeNow, providing instructor-led training programs for business, delivered live via an online platform.
LeadingEdgeNow will provide access to a suite of training programs in high-priority areas such as Lean, Agile, Supply Chain, Innovation, Digital Transformation, Cybersecurity and more, all very relevant to the specific needs of these times.
The concept for LeadingEdgeNow was born out of the recent pandemic which has had a profound impact on our lives and our businesses.
“It is a time where many organizations, including ours, have had to re-evaluate and adopt different business models and practices. We have taken our team of experienced, international trainers, who previously worked in a classroom environment (at our sister company, Leading Edge Group), and transitioned their delivery methods to online training in areas that are relevant to the specific needs of business during these times” explained Joe Aherne, CEO.
Training programs are specifically targeted towards businesses looking to continue to upskill and build capability within their teams. All live training programs are very competitively priced and the focus is always on the learning needs of the organization bringing them valuable insights and knowledge that can be easily transferred and deployed in the workplace.
Aherne added “limiting the number on each program to 6 means there is ample opportunity to openly engage with your trainer, ensuring you get best value for your session and an ‘in person’ feel for your training. Training is available on demand meaning we can work to your schedule, your time zone and your specific requirements”.
“We are very excited about this initiative and look forward to engaging with organizations internationally to help make a difference in this new and evolving landscape”.
About Leading Edge Group
LeadingEdgeNow is part of the Leading Edge Group of companies which was established in 1995 to help organizations streamline their business processes, improve productivity, reduce waste and enhance profitability for the benefit of their staff, organization and the end customer. The Group, with operations in Ireland, Canada and Australia, has grown to become a global player in the Process Improvement and Business Transformation space with over 500 clients from a wide, diverse range of sectors from healthcare to manufacturing to the services sector including Governments and the public sector.
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The graphic below summarizes the key steps to successfully engage and empower virtual teams. Contact our experts for help in supporting this new working environment.
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An immediate issue facing us all during COVID-19 is managing business continuity with the majority of our staff working from home. Companies are now suddenly required to manage/empower “virtual” teams with no processes or systems in place to support it.
What are the 9 key steps to empowering your “remote” staff during the COVID-19 crisis?