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Lean Operating System Maturity Assessment Part 2

By Drive, Inc. on Monday 19 February 2018.

The assessment process must be easily administered while being thorough. Initially, we recommend that the assessments are led by outside Operational Excellence experts to ensure non-bias, provide teaching, and provide best-practice examples. Over time, it can be a process of self-assessment by the Leadership Team of each business unit or plant facilitated by the internal Lean Operating System coordinator where possible to level the ratings (to remove bias). Periodically, we recommend that an outside resource still be utilized to facilitate new learning and avoid group-think / rut thinking.

Lean Operating System Maturity Assessment Part 1

By Drive, Inc. on Wednesday 17 January 2018.

An Operating System is a strategy that deploys a variety of resources, methods, and tools to improve the organization's systems, leadership, and culture. The operating system provides the company with a sustainable continuous improvement capability for all its core and support business processes that result in improved competitive advantage and provide its customers with better quality and service.

Year End Reflection – Why is Organizational Change so Difficult?

By Drive, Inc. on Monday 18 December 2017.

This month’s blog is an annual reflection by our President, Mike Huszar, on actions organizations can take in order to improve the capacity and capability of the organization to create lasting change. He utilizes a concept from “The Change House” with a personal anecdote to support the points. We at DRIVE would like to wish all of you a Merry Christmas and a successful and prosperous 2018!

Training Within Industry - Part 2

By Drive, Inc. on Wednesday 15 November 2017.

In last month’s blog, we went into great detail on the different elements of TWI, including: Job Instructions (JI) Job Methods (JM) Job Relations (JR) In this month’s blog, we wanted to give you a case study of how TWI can impact your processes.

Training Within Industry - Part 1

By Drive, Inc. on Saturday 14 October 2017.

In past blogs, we have mentioned that standardization is the foundation for creating a continuous flow of value to the customer. TWI is part of the backbone of standardization. TWI recognizes the need for observed verifiable performance criteria and outcomes. It recognizes the need for standardization and stability, and forces supervisors to engage employees. TWI provides good integration of simple instructional processes, as well as the means to deal with people problems. It also focuses on improvement, is good in repetitive production environments, is easier to deploy, and is easy to learn. Since this is the case, why have so many companies not embraced this valuable process?

Executive Leader Standard Work

By Drive, Inc. on Friday 15 September 2017.

In last month’s blog, we discussed the importance of Leader Standard Work (LSW) as it applies to the leaders within the location where the value is being added. In this month’s blog, we are going to focus on how leadership from outside of the location should perform their LSW, which we call, “Executive Standard Work.”

Leader Standard Work

By Drive, Inc. on Tuesday 15 August 2017.

One of the top struggles in any organization is the sustainment of efforts, which is a byproduct of maintaining order through standardization. Often, leadership believes that if they tell the organization to do something, it will get accomplished and continue to get accomplished until told not to. However, this is not the case. The old adage, “You get what you INSPECT, not what you EXPECT” continues to be proven over and over. So, how does one implement a systematized method of “inspection” that ensures standards are followed and improvements are sustained? Leader Standard Work (LSW) is the best known method today to ensure that important items are checked and verified at the right frequency. One can consider Leader Standard Work the Control Plan for Leadership.

Why Use Consultants

By Drive, Inc. on Saturday 15 July 2017.

In our careers as consultants, both as internal consultants as well as external with our consulting business, we have seen many different types of engagements, such as: - The local team that is genuinely interested and engaged in change. - The team that thinks they are doing well enough and doesn’t need to change. - The team that thinks they can do it themselves without the need for outside support. - The team that is only “doing” it because the corporate executives are making them do it. Which team do you suppose has the most success, historically? Not a difficult question, correct?

World-Class Maintenance – Part 3

By Drive, Inc. on Thursday 15 June 2017.

In last month’s newsletter, we discussed what it would take to begin the journey to world-class maintenance. We end the article with our first frame work-- Total Productive Maintenance. The next framework that we use is The Reliability Pyramid.

World-Class Maintenance – Part 2

By Drive, Inc. on Tuesday 16 May 2017.

In last month’s newsletter, we discussed the different types of maintenance strategies seen in businesses. This month, we will start our discussion with what it takes to develop a world-class maintenance strategy. When a company decides to implement a truly effective maintenance strategy, it doesn’t come cheaply. The graph below shows that there is a substantial increase in maintenance cost in the beginning. However, one can expect the cost to drop below the original cost over time.

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