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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.

World-Class Maintenance – Part 1

By Drive, Inc. on Saturday 15 April 2017.

To ensure we have the right understanding when it comes to maintenance, we must change how we view it. In Drive’s opinion, maintenance produces capacity; Maintenance is not a service organization. It is a capacity assurance organization. This understanding of maintenance will resonate better with the executives within the organization. It will also aid the maintenance group in gaining support for the significant investments needed to implement a proper maintenance strategy. With the proper maintenance strategy the maintenance group will be able to alert the operational team of pending problems before the operational team is aware of a problem thus ensuring capacity when the business needs it most.

Maintenance Prevention is not Preventive Maintenance!

By Drive, Inc. on Wednesday 15 March 2017.

I remember buying my first car: a used, light blue, 1972 four-door Toyota Corona sedan, with manual transmission, and all in good working order. Once at home in my small studio apartment, I read the vehicle’s manual cover-to-cover. I discovered rather quickly that the service requirements to keep this big investment running were extensive, and expensive (at least for my budget at the time). I was a trainee accountant living on hope and soon discovered that I would also need to become a maintenance mechanic, as I could not afford to pay the service fees to keep my Toyota running.

Executing the Strategy Part 2

By Drive, Inc. on Wednesday 15 February 2017.

In last month’s newsletter, we discussed the issues with focus traps and being unable to execute strategy. This month we will cover some practical solutions to help your organization avoid focus traps and thus improve execution.

Executing the Strategy Part 1

By Drive, Inc. on Wednesday 18 January 2017.

In our last series, we covered the creation of a strategy that aligns across the entire organization. In this new series, we will discuss how to ensure the organization is executing that strategy. This is a critical step once the strategy has been developed. We have created the plan; now we must do something with it.

Year End Newsletter 2016

By Drive, Inc. on Saturday 31 December 2016.

A colleague had a poster up in his office quoting Peter Drucker, the famous management effectiveness author, speaker, and guru. It simply reads,"Culture eats strategy for breakfast." Then below it, a post script reads "Same goes for objectives." I was intrigued, as I, alongside my colleagues, perform a lot of work with clients around the creation and implementation of strategy and objectives.

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