What’s the Supervisor’s Role in High Performance Organizations?

Are your leaders giving their team what it needs to succeed? Today’s top corporations know that the value of their supervisors cannot be measured simply by their ability to “watch over” operations or staff members. There is a direct correlation between the performance of the team and how they are [...]

Lean Isn’t Just for Manufacturing

  The idea may have originated in the manufacturing industry, but every organization can benefit from thinking lean. When I met with a hospital exec we’ll call Patty, she explained how her hospital was looking to install an expensive new phone system to help eliminate the long wait times patients, [...]

5 Keys to Sustainable Performance Improvement

Too many companies struggle to achieve high levels of performance. Many more struggle to sustain them. While they set organizational goals or attempt to implement new processes or initiatives that improve their performance, the common result is a slew of incomplete projects, sinking morale and disappointing results. So what are they missing?

Employee Engagement: The Key to Ownership and Accountability

Outstanding results require engaged employees. Engaged employees require a sense of ownership and accountability. Here’s how you can achieve them all. Organizations that engage their employees are getting more difficult to find! According to the Gallup’s State of the Global Workplace report, only 13% of employees worldwide are reportedly engaged [...]

Managing Priorities: The #1 Characteristic of a High Performer

An employee’s ability to stay focused on tasks that matter is what differentiates their performance. Seventy-two percent of 516 employers surveyed use management assessments to help make executive promotion decisions—nearly twice the number who said they were doing so in a 2010 survey. Organizations who use employee assessments are looking [...]

Understanding Lean: Values and Principles

In the 1930s, demand for variety in the automotive industry was growing. While new systems were introduced to decrease the cost per step, throughput times became significantly longer. Then Kiichiro Toyoda, Shigeo Shingo and Taiichi Ohno of Toyota, building on the works of Edwards Deming and Joseph Juran, observed that a series of innovations might make it possible to provide continuity in process flow as well as a variety of products. Thus, the Toyota Production System was founded and the term lean management came to life.