Traditional wisdom tells us that you have to create the right environment for learning. Leafy off-sites are favoured with the aim to get people ‘away from the office’ and free from distractions. But in the age of smartphones and digital collaboration, people are never away from work. Trainers struggle to keep their delegates focused. The only talking you hear in coffee breaks is the chatter of mobile phone conversations. Classes are only partially filled as they re-start. And as the day wears on, the yawns get longer and louder. For courses longer than a day there’s the additional problem of morning hangovers and post-breakfast energy crash!
In our final part of this focus on Lean, we examine Lean Daily Management which has been described as the industrialisation of back office work, bringing approaches that are more usual in a factory to administrative tasks.
In the last article we looked at transforming an organisation using Lean and Lean Six Sigma projects. But getting energy into the project can often be difficult. This is where Lean Blitzes come in.
The principles and techniques that are described by Lean process improvement are undoubtedly powerful. The challenge lies in designing an implementation programme that will engage colleagues and deliver lasting benefits.
In this first of three articles, Jill looks at introducing Lean using a Lean Six Sigma project.
The Project or Programme Management Office (PMO) is there to support the smooth running of projects, communicate to management on progress and allow effective decisions to be made to mitigate against issues.
The PMO provides an essential service in an organisation running multiple projects, however, many often get caught up in their own processes and procedures and end up diverting projects from delivering through the need to meet PMO requirements.