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CMMS: Unleashing the Potential of Your Maintenance Digital Backbone

By Dr. Anthony Kenneson-Adams, FIoL, Head of Learning & Knowledge Transfer, Project7 Consultancy

Introduction

In the bustling realm of modern manufacturing, where precision and efficiency reign supreme, the digital technology of Industry 4.0 plays a pivotal role. Among the myriad of tools and systems at a maintenance manager’s disposal is the Computerized Maintenance Management System (CMMS).  The CMMS can be the digital backbone for maintenance, providing streamlined planning and execution, parts management, and data-driven decisions, that importantly drive reduced downtime. Yet, for many manufacturing enterprises, the CMMS has earned a dubious reputation – as the place where data goes to die.

The Power of Data

We have learned the lesson that as engineering and maintenance managers we need data.  We have spent thousands of Dollars/Euros/Pounds implementing great data-gathering CMMS.  We have upgraded, added functionality, attached BOMs, and listened to the evangelists for critical asset care, management of storeroom parts, and data-driven iterative maintenance management.

However, maintenance defects can still account for more than 30% of all machine lost time, and machine availability in the OEE equation can frequently be less than 60%, maintenance departments still find time to fix the same problem twice, and reacting to machine breakdowns in some businesses can expend more than 40% of maintenance man-hours.

So what is going wrong?  What I see across the gambit of industry is that data is put into the CMMS as a comfortable place to rest and ‘die’, and all too often the data which is costly to collect has little or no effect on building reliability, driving OEE or business profitability.   The purpose of a CMMS is not as a repository but as a fuel tank to drive the engine of reliability.

Intelligent use of CMMS data is key to:

  • PM design and ongoing optimization.
  • Intelligent FRACAS.
  • Business altering FME(C)A.
  • Problem-solving that is done once and once only.
  • Driving machine availability.
  • Improving business impacting OEE.
  • Saving time across all the 8 wastes.

CMMS software is designed to capture and manage data to drive equipment reliability. However, a closer look at how CMMS data is used within manufacturing often reveals the stark reality that data underutilization is rife and that data is metaphorically buried never to be seen again.  So the simple message to my fellow maintenance professionals is that when it comes to the CMMS don’t bury data, rather be a data miner.

Reviving CMMS Best Practices

It’s time for maintainers to rethink their CMMS strategy and unlock its full potential. Here are three best practices to ensure that your CMMS becomes a valuable asset rather than a data graveyard:

Budget and Time

  • A major change that is needed in implementing CMMS optimization is provision of an ongoing budget to manage and train our people to interrogate and manipulate CMMS data. If our employees do not know how to add intelligence to the data to solve problems, then we can’t expect them to use that data to improve machine reliability. Plan time into the budget to train staff on FRACAS, 6 Sigma DMAIC, trend analysis, and other established statistical and Lean tools that will exploit your collected data.  A well-informed team is more likely to use the system effectively and consistently.

Set Clear Expectations

  • There should be a business expectation that data is a source to drive business. When leaders set the expectation, lead by example, and remove the barriers, then data driven business becomes a source for driving revenue and increasing margin.

Regularly Review and Refine Processes

  • Continuously evaluate your CMMS data interrogation and mining processes and adapt them as needed. Solicit feedback from your team to identify areas for improvement.  CMMS data interrogation should be your first point of contact for improving machine reliability and continuous improvement.

Conclusion

The CMMS, once relegated to the shadows as the place where data goes to die, can become a beacon of efficiency and intelligence in building your machine reliability.  To achieve this transformation, we as maintenance professionals must recognize that the CMMS is not just a data repository but a powerful tool for optimizing machine reliability.

By investing in training, integrating with cutting-edge tools and technologies, setting data entry standards, prioritizing data use and fostering a culture of data interrogation and continuous improvement, maintenance leadership can breathe life into their CMMS. Only with use will your CMMS evolve from a stagnant data graveyard to a fuel tank to drive machine availability and operational excellence in the digital age.

Who Is Driving Your Leadership Career?

By Dr. Anthony Kenneson Adams, FIoL, Head of Learning and Knowledge Transfer – Project7 Consultancy

Introduction

So, you want to be a Leader!

Your leadership career is a journey, and just like any journey, it requires a driver. The question is, who is driving your leadership career? Is it you, or are you letting external forces take the wheel? Taking control of your career is essential for your personal and professional growth. In this article, I will explore the importance of taking control and offer some insights from my 45 years in the world of work that may help you steer your career in the right direction.

The Passenger vs. the Driver

Imagine your career as a car. Imagine you have just purchased your dream vehicle, the perfect size the perfect color, everything you have ever wanted, then you hand the keys to a stranger and get comfortable in the driving seat!  Bizarre right? Yet the majority of people do just this when considering their leadership journey.   When you’re the passenger, you’re simply along for the ride. You might have some input on the destination, but you have no control over the route, speed, or stops along the way. In this scenario, your career is at the mercy of others—your boss, colleagues, or the job market. You’re abdicating your potential into the hands of others, others who do not care as much as you do about your destination or success.

You deserve to be the driver of your career, to be in command. You decide where you want to go, how fast you want to get there, and the route you’ll take. Being the driver means taking responsibility for your career choices, setting goals, and making decisions that align with your aspirations. It’s a proactive and empowering approach that can lead to greater satisfaction and success, and what’s more, it’s fun!

Why You Should Be the Driver

Here are a few reasons why you need to settle into the driver’s seat.

  1. Personal Fulfilment: Taking the driver’s seat allows you to pursue work that aligns with your passions and values. When I first joined the RAF…….
  2. **Professional Growth**: Being proactive in your career can lead to opportunities for growth and advancement. You can seek out new challenges, acquire new skills, and position yourself for promotions or career changes. Having completed my HNC I was able to
  3. **Adaptability**: In today’s fast-paced world, careers are constantly evolving. When you’re the driver, you can adapt to changes in your industry, embrace new technologies, and stay ahead of the curve. When I left the RAF …… paper
  4. **Financial Independence**: Taking control of your career can lead to better financial outcomes. You can negotiate for higher salaries, seek out more lucrative opportunities, and plan for your financial future with confidence.

How to Be the Driver

  1. **Set Clear Goals**: Define your career objectives. Where do you want to be in one year, five years, or ten years? Having clear goals gives you a roadmap to follow. What and when?
  2. **Continuous Learning**: Invest in your skills and knowledge. Take courses, attend workshops, and stay informed about industry trends. The more you learn, the more valuable you become. How..
  3. **Networking**: Build a strong professional network. Connect with colleagues, mentors, and industry peers. Networking can open doors to new opportunities and provide valuable guidance.
  4. **Self-Advocacy**: Don’t be afraid to advocate for yourself. Ask for promotions, raises, or challenging assignments when you believe you’ve earned them. Speak up about your career aspirations.
  5. **Embrace Change**: Be open to change and innovation. Don’t get stuck in a comfort zone. Be willing to pivot when necessary to stay relevant in your field.
  6. **Work-Life Balance**: Remember that being the driver of your career doesn’t mean working yourself into burnout. Maintain a healthy work-life balance to ensure long-term success and well-being.

Conclusion

Your career is a journey, and it’s up to you to decide who is driving the car. By taking control and becoming the driver of your career, you empower yourself to make choices that lead to personal fulfillment, professional growth, and financial independence. Don’t leave your career to chance or the whims of others. Set clear goals, invest in yourself, and be proactive in pursuing the career you desire. Remember, your career is in your hands, so take the wheel and steer it in the direction of your dreams.

Guest Blog Post: Navigating the Business Leadership Training Landscape

By Dr. Anthony Kenneson-Adams FIoL, Head of Learning & Knowledge Transfer, Project7 Consultancy

In his book ‘Leadership in Organizations, Current Issues and Key Trends’ (2004), John Story begins his narrative by stating that an Amazon search in 2003 just using the word ‘Leadership’ “Netted an overwhelming 11,686 results.”  Having completed that same search twenty years later, the Amazon counter reached its limit of “over 100,000 results” for this same single word leadership.

With so much written about leadership, you would think that by now leadership would be clearly understood and by extension, that leadership training would also be clearly understood, easily reproducible, sustainable, and proven to demonstrate success and value for money.

Yet we all know that this is far from reality.

Project 7 Guest blog

The Business Leadership Training Industry.

It is somewhat incongruous then that business leadership training is now a huge industry, without clearly understanding what leadership training should be attempting to achieve particularly as we hurtle into the new frontier of leadership in the digital post-millennial Industrial Revolution, needing what is now being called ‘Leadership for Industry 4.0’.

So what is the way forward?  Firstly, each business has to ask itself, “What leadership do we need; what are the traits, skills and behaviours that are missing today in our business?  When they know that, they must ask what is it that we want our leadership with these traits, skills or behaviours to achieve?

  1. Is it efficiency, or innovation?
  2. Is it to build organizational culture?
  3. Is it to grow customer satisfaction?
  4. Is it for uniqueness or to manage the routine?
  5. Is it to develop organisational strategies or maximise profit?
  6. Is it to survive or to evolve?

I am not going to offer the usual cop-out that it is ‘all of the above’ as I believe businesses have to be far more focused on what they want from leadership training to meet immediate and long-term needs.  Only once a business knows what it truly needs, can it start to understand what type of training will take them on the journey to achieve their business objectives.  So, what does your business need in terms of leadership training and what do you need to do to fill the gap?

Here I think it is useful to look at the work of Clarke, Butcher, and Baily (2004) on the value of external or internal leadership training.  Their research found that internal leadership development programmes are used twice as often as external leadership programmes, internal coaching nearly twice as often as external, and internal action-learning projects over three times as often as external ones.  A comparison in their table below of the perceived advantages demonstrates the differential value.

Method Respondents who rated the method of high value % Respondents who rated the method as being frequently used %
Internal coaching/mentoring 69 45
External coaching/mentoring 71 25
Internal business projects 73 47
External business projects 46 13
Observation of business leaders 44 15
Business school development programme 57 27
In-company development programmes 53 45

This research showed that internal training with coaching and mentoring focused on real world internal business projects (with action learning) were not only more highly regarded by respondents but also were also rated as the most frequently used back in the day-to-day function of leadership when formal training had been completed.

Project7 Guest Blog

Action Learning.

My personal experience over the last 45 years shows that leadership training that is not attached to real-world action projects is practically useless.  Action Research (McNiff, 2017) is now an established technique where a researcher uses the Plan, Do, Observe Reflect cycle to lead action-learning research in the work environment.  When this cycle is adapted as in the diagram above, (with the ‘researcher’ being the leadership trainee that has been trained in Participative Action Research in Teams (PART) (Kenneson-Adams, 2021) methodology, as a vehicle for learning to lead, then the leadership trainee learns by doing, and the team creates new knowledge in a formalised and sustainable way.

However, even when real world action learning does take place and reaps initial real business results, that success is not sustained or replicated unless the training is supported by top-down cultural change, supported, and modelled by senior leadership.

Add to this the need for post-millennials to be part of collaborative and self-fulfilling work environments then it can be seen that there is no one-size fits all off-the-shelf leadership training for any organization.

Specifically-designed internal leadership training also has the advantages of organisational context, cultural alignment, relationship building, continuous development, cost efficiency and importantly succession planning.  The value of the external leadership trainer then becomes that of train the trainer, particularly of the action-learning or PART methodology making the internal leader the driver of leadership excellence in the business.

Summary.

Firstly, for leadership training to be at its most effective it needs to be designed for the specific needs of the business and aligned with focused mentoring and coaching to enable business results through action-learning projects with measurable outcomes.

Secondly and essentially for sustained success, the leadership training program needs to be supported and modelled by senior leaders who will rightly be looking for auditable business results.

Lastly, to build an effective internal leadership training program, the role of the external consultant should be in teaching learning methodology such as action-learning and PART that enables student-centred learning with immediate business impact, rather than generic leadership theories.

Every Interaction is an Opportunity: Maximizing Business Potential

By Dr. Anthony Kenneson-Adams. DBA. MA. BSc(Hons.) FloL, Head of Learning & Knowledge Transfer, Project7 Consultancy

Introduction

Over the course of my five-year doctoral research project to develop a leadership model for Operational Excellence, a pivotal insight emerged – ‘Every Interaction is an Opportunity.’ While the significance in the research of common leadership behaviors and traits such as communication, respect, humility, and authenticity were expected and well represented, exploiting ‘interaction as an opportunity’ was new. In this context, I delve into the advantages of embracing this opportunity and how its application has empowered me to drive business success.

Unlocking Business Potential through Interactions:

  1. Our People: Focused interactions with those on the shop floor or job site provide opportunities that reveal invaluable insights into our business that cannot be gained from the comfort of our office. Investing time in engaging with our workforce builds mutual understanding and fosters a cohesive work environment. Don’t rush across the shop floor or work site just to get to another meeting that will have little value.  Stop and talk to your people, get to know them, and understand their issues which are actually your issues as the leader.
  2. Our Customers: Taking a customer-centric approach, we understand that every interaction with customers is an opportunity to comprehend their needs, preferences, and pain points. Prioritizing genuine communication over rigid agendas establishes stronger relationships and fosters customer loyalty.

In my early career as a Quality Manager, my customer interaction was limited to reacting to formal complaints.  Once I understood the opportunity for proactive and informal interactions, I was able to work with them on issues before they became formal problems.  The opportunity for informal interaction gets ahead of formality. Using the opportunity for interaction builds positive relationships with customers and fosters loyalty, leading to repeat business and reduced customer churn. Loyal customers are more likely to recommend the business to others.

  1. Our End-Users: Acknowledge the impact of every interaction with end-users on our brand reputation.  We recognize that positive interactions create a favorable perception of our company, so find opportunities for those positive interactions: word-brand image.
  2. Our Colleagues and Partners: Cultivating fruitful collaborations and partnerships is pivotal to expanding our business’s reach and seizing new opportunities. Engaging with fellow professionals, stakeholders, and our partners ensures that we harness their insights to drive innovation and build enduring relationships.

Transformative Outcomes:

  • Proactivity with Customers: Move beyond mere complaint resolution. Taking the opportunity for proactive and informal interactions will empower you to address issues before they escalate into formal complaints. Capitalizing on this opportunity creates a foundation of trust and customer loyalty.
  • Building Business Loyalty: Utilizing every interaction to build positive relationships not only results in repeat business but also earns us customer advocacy as loyal patrons recommend our services to others.
  • High-Performance Teams: Interaction builds relationships and relationships are the heart of high-performance teams. Those relationships build trust, and that trust will bring honesty which is essential as the foundation of high-performance teams and business excellence.  It is always people plus process that equals performance.

Conclusion:

Embracing the opportunities brought about by planned positive interactions is a transformative approach that influences every aspect of our business. From enriching employee morale and strengthening brand reputation to fostering loyalty and driving overall business growth, but it is a strategy that must be prioritized. By consciously allocating time for targeted interactions, we seize the opportunities these engagements bring, unlocking the full potential of our business.

Take the first step today and carve out the time in your calendar to plan opportunities for interactions that will maximize the potential for your business.

Guest Blog: The Hard Edge to Soft Skills

By Dr. Anthony Kenneson-Adams, FInstLM., Director of Knowledge & Learning, Project7 Consultancy

For far too long, particularly in industry, ‘soft’ skills have been seen as the responsibility of HR while the operations department, maintenance, logistics, finance etc. concentrate on the ‘hard’ skills that generate value.

As somewhat of a disruptor I take a contrary view.

Firstly, why spend any time at all on soft skills if they do not contribute to the bottom line?

Secondly, if they do contribute to the bottom line then all leadership should become expert in these soft skills and not abdicate the responsibility to HR.

It is my considered view based on 40 years’ experience that there is a ‘hard’ edge to ‘soft’ skills that is a force multiplier for success, profitability, OEE etc. that not only maximizes the potential of our business through our people, but also improves the lives of the most value-added resource in our business and that is an engaged and empowered work force.

Now whilst soft skills may not be easily quantifiable, they have a significant impact on a leader’s effectiveness and an organization’s profitability. So here is my overview of the ‘hard’ edge to ‘soft’ skills and their measurable impacts:

  1. Emotional Intelligence: Emotional intelligence refers to the ability to understand and manage one’s own emotions and those of others. Leaders with high emotional intelligence can build strong relationships, resolve conflicts, and motivate their teams effectively. Studies show that emotionally intelligent leaders foster higher employee engagement, reduce turnover rates, and improve overall team performance. Studies have also shown that Emotional Intelligence (EI) is directly correlated with promotion and building team success whereas Intelligence Quotient (IQ) shows no correlation with promotion or success.
  2. Active listening: Effective communication skills are crucial for leaders to convey ideas, expectations, and goals clearly. That said, focus on active listening, rather than talking, really listen and act on what people are saying rather than on what you think they are saying. We must give respect and quality time to each other and that starts with robust active listening.
  3. Psychological Safety: Promoting psychological safety as a leadership soft skill is crucial for creating an environment where individuals feel comfortable expressing their ideas, taking risks, and being their authentic selves.  This will not happen by accident, but it can be nurtured as part of a positive culture that shapes business.
  4. Adaptability and Resilience: In today’s fast-paced and ever-changing business landscape, leaders must be adaptable and resilient, and both adaptability and resilience are soft skills that can be learnt and developed. They both foster a culture of agility, which helps organizations respond to market shifts, maintain a competitive edge, and seize new opportunities.
  5. Conflict Resolution: Leaders who possess strong conflict resolution skills can address disagreements promptly and constructively. Effective conflict resolution minimizes disruptions, improves employee morale, and maintains a harmonious work environment. It also saves time and resources by preventing conflicts from escalating. However, nurture the skill to lead through conflict rather that establish a process to manage conflict.  It is my opinion that companies who must build a policy for conflict management (routine) rather than those who lead through it (unique) have bigger fish to fry.
  6. Customer Service Orientation: Leaders with a customer service orientation understand the importance of customer satisfaction and loyalty. By fostering a customer-centric culture focused on the ‘the voice of the customer’ and building a relationship with the customer be that external or internal, businesses prioritize meeting customer needs and expectations. This leads to increased customer retention, positive word-of-mouth referrals, and enhanced brand reputation, ultimately driving profitability.
  7. Employee Development and Coaching: Leaders who invest in the development of their team members cultivate a highly skilled and engaged workforce. Through coaching, mentoring, and providing growth opportunities, leaders improve employee satisfaction, retention, and productivity. Skilled and motivated employees contribute to enhanced organizational performance and profitability.

While the impact of soft skills may not always be directly measurable, the cumulative effect on organizational effectiveness, employee engagement, customer satisfaction, and profitability are substantial. Organizations that prioritize the development and cultivation of these skills in their leaders can gain a competitive advantage and achieve sustainable success.  In summary, put effort and intent in nurturing the hard edge of soft skills.  It is the combination of people and process that is needed to maximize business potential.

Guest Blog Series: The Journey to Operational Excellence (Post 8)

By Dr. Anthony Kenneson-Adams, FInstLM, Head of Learning & Knowledge Transfer at Project7 Consultancy

Today we present the last installment of an 8-step process to enable you on your journey to Operational Excellence.  We trust you will put these steps into action and power-up your journey to Operational Excellence.

Commit to your People:  Committing to people during complex continuous change is essential for effective leadership. Here are some practical steps to help leaders demonstrate their commitment to their people in difficult complex continuous improvement projects:

  1. Communicate Transparently: Be upfront and honest with your people. Maintain open and transparent communication with your people. Clearly articulate the reasons behind the change, the expected outcomes, and the potential impact on individuals and teams. Address concerns and questions honestly and encourage a two-way dialogue to ensure that employees feel heard and understood.
  2. Provide Clarity and Direction: Clearly define the vision, goals, and objectives of the change initiative. Help employees understand how their roles and responsibilities fit into the bigger picture. Provide a clear roadmap and milestones to guide them through the process. When people have a clear sense of purpose and direction, they are more likely to commit and actively engage in the change.
  3. Involve and Empower Employees: Actively engage employees in the change process by seeking out their input, ideas, and suggestions. Create opportunities for them to participate in decision-making and problem-solving. Empower and enable them to take ownership of their work and contribute to the success of the change initiative. This true empowerment and engagement will foster a sense of ownership and commitment among employees.
  4. Support and Resources: Remove the barriers and provide the support and resources employees need to navigate through the complexities of change. Offer training, person-centred coaching, and active mentoring to enhance their skills and competencies. Address any skill gaps that may arise due to the change and provide the tools and resources needed to succeed in the new environment.
  5. Recognize and Reward Efforts: Acknowledge and appreciate the efforts and contributions of employees during the change process. Recognize milestones, achievements, and positive behaviours aligned with the change initiative. Celebrate successes and publicly recognize individuals and teams for their commitment and resilience. Never underestimate the value of a simple thank you for a job well done. This recognition reinforces their sense of value and encourages continued commitment.
  6. Foster a Learning Culture: Encourage a learning mindset and foster a learning culture of continuous improvement. Provide opportunities for skill development, knowledge sharing, and cross-functional collaboration. Encourage employees to learn from mistakes, adapt to new situations, and embrace change as an opportunity for growth. Show a commitment to their professional development and career advancement. Ensue that everyone know that failure can be an opportunity to stretch capability and innovation.  Fail safe, fail forward and fail often.
  7. Lead by Example: Leaders must demonstrate their commitment to continuous change by leading by example. Model the desired behaviours, attitudes, and actions associated with the change. Be visible, accessible, and approachable to employees. Display resilience, adaptability, and a positive attitude, even in challenging times. Your commitment and behaviour will inspire and motivate your people to stay committed.
  8. Monitor and Address Concerns: Keep a close eye on the pulse of your people throughout the change process. Monitor their engagement, morale, and well-being. Actively listen to their concerns and promptly address any issues that arise. Provide support mechanisms, such as employee assistance programs or counselling services, to help employees cope with the stresses of change. All change can be difficult if those in the process feel they have little or no control.  Engage and empower to reduce anxiety and power forward on your journey to Operational Excellence.

By following these practical steps, leaders can demonstrate their commitment to their people during complex continuous change. This commitment builds trust, fosters employee engagement, and ultimately enables successful navigation through the change process.

If you missed last week’s post  you can read it here. We hope you have enjoyed this blog series and take the opportunity to ask us any questions or visit our guest contributor at www.Project7consultancy.com.

 

Guest Blog Series: The Journey to Operational Excellence (Post 7)

By Dr. Anthony Kenneson-Adams, FInstLM, Head of Learning & Knowledge Transfer, Project7 Consultancy

Today we present the 7th of an 8-step process to enable you on your journey to Operational Excellence.  We trust you will put these steps into action and power-up your journey to Operational Excellence.

Commit to the Tools: Commitment to using the tools of continuous improvement is essential by leaders and teams and is a major determinator of success.  To help leadership and high-performance teams commit to using continuous improvement tools in complex improvement projects, consider the following practical steps:

  1. Clearly Define the Purpose: Articulate the purpose and benefits of using continuous improvement tools in complex improvement projects. Help leaders and teams understand how these tools can drive efficiency, effectiveness, and innovation within the organization. Emphasize the value of continuous improvement in achieving organizational goals and staying competitive.
  2. Provide Training and Education: Offer comprehensive training programs on continuous improvement tools and methodologies. Ensure that leaders and teams understand the concepts, principles, and practical applications of these tools. Tailor the training to address the complexity of the improvement projects and provide real-life examples relevant to the organization.
  3. Create a Supportive Environment: Foster a culture that supports and encourages the use of continuous improvement tools. Ensure that leaders are actively involved in promoting and participating in improvement initiatives. Provide resources, such as time, budget, and access to data, to facilitate the implementation of these tools. Celebrate and recognize successes achieved through continuous improvement efforts.
  4. Align Improvement Tools with Strategic Objectives: Demonstrate how the use of continuous improvement tools can directly contribute to achieving strategic objectives. Show how these tools can drive process efficiency, cost reduction, quality improvement, customer satisfaction, or other key performance indicators relevant to the organization. Align the selection of improvement tools with the specific needs and goals of the complex improvement projects.
  5. Start with Pilot Projects: Begin by implementing continuous improvement tools in smaller-scale pilot projects. This approach allows leaders and teams to familiarize themselves with the tools, gain confidence in their effectiveness, and witness tangible results. Success in pilot projects can build momentum and generate enthusiasm for broader implementation across the organization.
  6. Establish Clear Metrics and Tracking Mechanisms: Define measurable metrics and establish systems for tracking progress and results. Create dashboards or scorecards that provide visibility into the impact of continuous improvement efforts. Regularly communicate the progress made using these tools to leaders and teams to reinforce their commitment and motivation.
  7. Encourage Collaboration and Learning: Foster a collaborative environment where leaders and teams can openly share their experiences, challenges, and best practices related to using continuous improvement tools. Encourage cross-functional collaboration and knowledge sharing to maximize the effectiveness of these tools. Promote a learning culture that encourages experimentation, innovation, and continuous learning.
  8. Continuously Evaluate and Adapt: Regularly review and evaluate the effectiveness of the continuous improvement tools being used. Gather feedback from leaders, teams, and stakeholders to identify areas for improvement or adjustment. Be flexible and adapt the tools and methodologies as needed to address the unique complexities of the improvement projects.

By following these practical steps, you can help leadership and high-performance teams commit to using continuous improvement tools in complex improvement projects. Ultimately, the successful implementation of these tools can lead to sustained improvement and organizational excellence.

If you missed the previous post in the series you can read it here. Also visit out main blog page to read the entire series

How to Create Project Flow: A Webinar Recap

Construction productivity has steadily declined since the 70s. The reason? Everyone lost track of production by focusing on deadlines.

When teams get too caught up in following the critical path, the project remains siloed, and handoffs are hindered.

Touchplan recently hosted a webinar entitled How to Create Project Flow | Your Schedule is Why Your Late, which examined how to balance trade production and area completion.

Andrew Piland was joined by Wane Lott of Lott Brothers Construction, where they discussed various topics, including how to create a balanced production front and a better way to look at and use Takt planning as part of construction project management.

Three main takeaways from the conversation include:

  • Using a combination of a matrix (like Clear Flow Matrix – created by Wayne Lott) and a Construction Planning System like Touchplan is an excellent way to apply Takt planning to your construction project.
  • Construction productivity has been declining over the past few decades, and this can largely be attributed to poor communication of management strategy.
  • Methodologies like Takt planning (enforced by software like Clear Matric and Touchplan) are meant to build flow into a construction project and avoid a negative vortex of delays and disorganization.

You can watch the webinar here, or if you have any additional questions, you can contact a member of our sales team.

Guest Blog Series: The Journey to Operational Excellence (Post 6)

By Dr. Anthony Kenneson-Adams, FInstLM, Head of Learning & Knowledge Transfer, Project7 Consultancy

Today we present the 6th installment of an 8-step process to enable you on your journey to Operational Excellence.  We trust you will put these steps into action and power-up your journey to Operational Excellence.

Continuous improvement: When monitoring progress in a continuous improvement manufacturing project, there are several opportunities for further improvement that you can explore. Here are some common areas to consider:

  1. Process Optimization: Analyze the data collected during the monitoring phase to identify bottlenecks, inefficiencies, or areas where further optimization is possible. Look for ways to streamline workflows, reduce cycle times, eliminate non-value-added activities, or improve resource utilization.
  2. Quality Enhancement: Assess the quality data and feedback received to identify any recurring defects, customer complaints, or quality issues. Implement measures to enhance product quality, such as improving inspection processes, enhancing training programs for employees, or implementing more robust quality assurance methods.
  3. Employee Engagement and Empowerment: Involve employees in the continuous improvement process by encouraging their participation, soliciting their suggestions, and empowering them to make changes. Foster a culture of continuous learning, innovation, and collaboration where employees are actively engaged in identifying improvement opportunities.
  4. Supplier Relationships: Assess the performance and reliability of your suppliers. Look for opportunities to strengthen relationships, improve communication, and collaborate on joint improvement initiatives. Consider implementing supplier development programs or conducting regular supplier audits to ensure consistent quality and timely delivery of materials.
  5. Technology Integration: Explore the use of new technologies, automation, or digital tools that can further enhance your manufacturing processes. For example, consider implementing data analytics, machine learning, or Internet of Things (IoT) solutions to gather real-time data, enable predictive maintenance, or optimize inventory management.
  6. Continuous Training and Skill Development: Invest in training programs to enhance the skills and knowledge of your workforce. This can include technical training on equipment operation, lean manufacturing principles, problem-solving techniques, or leadership development. Well-trained employees are better equipped to identify improvement opportunities and contribute to the success of the project.
  7. Feedback and Customer Engagement: Actively seek feedback from customers to understand their needs, expectations, and areas where you can improve. Consider implementing customer satisfaction surveys, feedback mechanisms, or establishing regular communication channels to gather insights that can guide your continuous improvement efforts.
  8. Sustainability and Environmental Impact: Assess the environmental impact of your processes and identify opportunities to reduce waste, energy consumption, or emissions. Implement sustainable practices, such as recycling programs, energy-efficient technologies, or lean manufacturing techniques, to minimize your ecological footprint.

Remember, continuous improvement is an iterative process, and there are always opportunities for further enhancement. By regularly monitoring progress, involving stakeholders, and fostering a culture of continuous improvement, you can identify and capitalize on these opportunities to drive ongoing improvements in your manufacturing operations.

Guest Blog Series: The Journey to Operational Excellence (Post 5)

By Dr. Anthony Kenneson-Adams, FInstLM, Head of Learning & Knowledge Transfer, Project7 Consultancy

Today we present the 5th installment of an 8-step process to enable you on your journey to Operational Excellence.  We trust you will put these steps into action and power-up your journey to Operational Excellence.

Monitor progress:  Monitoring progress is a crucial step in the continuous improvement process to ensure that your implemented changes are effective and yielding the desired results. Here are some steps to help you monitor progress after implementing a continuous improvement plan in manufacturing:

  1. Define Key Performance Indicators (KPIs): Identify and establish specific KPIs that align with the goals of your improvement plan. KPIs could include metrics such as production output, defect rate, cycle time, customer satisfaction, or any other relevant factors that measure the success of your improvements.
  2. Collect and Analyse Data: Implement systems and processes to collect relevant data related to the identified KPIs. This can include manual data collection, automated data acquisition systems, or even integrating data from existing manufacturing systems. Regularly analyse this data to evaluate the impact of your improvement plan on the identified KPIs.
  3. Conduct Periodic Assessments: Schedule regular assessments or audits to evaluate the effectiveness of your improvement plan. These assessments can be done weekly, monthly, quarterly, or as per your specific requirements. Assessments can involve reviewing data, conducting observations, gathering feedback from employees, and evaluating the overall progress made.
  4. Use Visual Management Tools: Implement visual management techniques such as dashboards, scorecards, or performance boards to provide a clear visual representation of progress. These tools help in tracking and communicating the improvements made and provide a quick snapshot of the current state of affairs.
  5. Involve Employees: Engage your employees in the monitoring process. Encourage them to provide feedback, report any issues or challenges they encounter, and share their observations regarding the implemented changes. Their input can be valuable in identifying areas for further improvement and ensuring the sustainability of the improvements made.
  6. Continuous Learning and Adaptation: Continuous improvement is an ongoing process. Continuously monitor progress, learn from the data and feedback collected, and adapt your improvement plan as needed. Regularly review the effectiveness of your changes and make adjustments if the desired results are not being achieved.

By following these steps, you can effectively monitor the progress of your continuous improvement plan in manufacturing and make data-driven decisions to optimize your processes further.