Many companies have implemented ‘SOP’. The missing ingredient is Leadership. This article reviews the different models of ‘SOP’ and shows how Integrated Enterprise Leadership brings all parts of the company into one vision, one direction and one team. It complements our Integrated Business Leadership course.
We come across many companies who don't want to implement ‘Integrated Business Leadership’ as they are too busy reorganising. This article shows how IBL complements reorganisation as a way of developing a successful business that will join up all parts of the company that will create one direction, one vision and one team to deliver the new strategy.
Companies implementing ERP systems often rely purely on the systems company engaged to help with the implementation. However, very often they do not deal with the implementation of key areas like Sales and Operations Planning, data accuracy or most importantly ‘culture change’ - getting people to follow the formal processes. This article describes everything that should be done to ensure a successful ERP implementation, and complements our ERP Implementation course.
A key part of an ERP implementation is to bring about culture change. The most difficult aspect is to break the habits of a lifetime. This article describes the seven areas which require a fundamental change in attitude to support the ERP implementation.
In implementing an ERP system, it is crucial to try before you cry. Software companies test the functionality of the system. However this does not test if all of the people, processes and systems work together in harmony. The Delos three step pilot approach makes sure that the company can operate after going live - thus avoiding the painful agonies that many suffer.
One of the trickiest parts to tackle in any manufacturing company is the process for Sales Forecasting and Demand Management. This article lays out the why, when, how and who of forecasting and demand management to help you get this all right. It is complemented by our Sales Forecasting and Demand Management course.
One of the revolutionary ways of managing the Demand Chain through to the consumer is to adopt the systems, processes and philosophies of Flowcasting. Andre Martin and Darryl Landvater were innovators in bringing MRP II systems to the manufacturing arena. They are innovating in the retail arena - pursuing the idea of ‘why forecast, when you can calculate?’ Forecast based on EPOS data, and calculate and manage your customer's requirements to the drum beat of real demand.e.
Too many manufacturing companies find they lack control of their supply chain, and end up fire fighting and running around like headless chickens, often because they lack a formal planning control process. This article describes the detail required to support an effective supply chain management process, and the policy can easily be adapted to suit your organisation. It complements our Supply Chain Management course.
British manufacturing has been dominated by traditional accounting practices, which report the wrong things, drive the wrong behaviours, and make the wrong decisions in support of the only area where we can add real value to the economy. It is time for a change. This article by Ross Maynard - a thought leader in the accounting world - outlines how Throughput Accounting provides a breakthrough in financial management. This complements our Lean Finance course.
Development of a Lean Cost model requires the development of effective ‘Value Streams’ which identify how and where your company derives real value. This breaks down the traditional functional silos. To support this, companies will need to create the role of a Value Stream Manager responsible for making sure that the business optimises value and not just profit or cost.
Many companies drive their management in the wrong direction with the wrong behaviours by having the wrong performance measures – built around overhead recovery, beating the budget, and beating targets. Companies should drive the right behaviours with an integrated set of measures which will drive the right performance, rather than continually chase after initiatives to increase company performance - like inventory reduction and cost down. This complements our Performance Measures course.
When companies are seeking to make organisational change, whether it is process or system based, then a key way of getting this change adopted is to provide an education programme in support of this. This white paper describes how to make this process happen, and describes the stages required for a succesful education programme.
Trillions of £'s are spent every year on acquisitions, and yet the evidence is that between 50-80 % of acquisitions fail. We show in this article how the implementation process for Integrated Business Leadership should be used to make acquisitions successful. In fact if a company has already implemented IBL it is likely to find acquisitions easier to achieve.If not, implementing IBL at the same time will help make the acquisition more successful and deliver positive returns to shareholders.
In these challenging times, we believe that companies need greater leadership. That means looking further out, and having the time to think strategically. However, in many companies the result of constant change is to focus ever more on the short term, with the senior team getting too involved in the excution rather than the strategic development of plans. That is one of the key "cultural" challenges in developing Integrated Business Leadership, and in this article we discuss the role that leadership plays in getting control of the constantly changing environment.
Customer service is a key requirement for a company to be successful. However, we think that true customer service is an art which has largely been lost as companies get bigger, outsource phone calls to call centres, and support Far Eastern manufacturing capability. A company that implements Integrated Business Leadership needs to be clear on its strategic choice of value discipline, and this article shows how the right choice is a vital component in the development of this core business process, with examples.
This article provides an answer to the concundrum of why you should measure, and more particularly how many measures you should use. It points the way to measuring seven/eight measures which are driven by your company's vision and strategy - the critical few.
There is arguably no more valuable commodity than time. Many people way they wish they had more time in which to do things. The sad reality is that we do not - there is a convention which controls the allocation of time relative to the sun and moon and the earth movement. This article explores the two dimensions of time - the time we can do nothing about, and the time where we can choose what we do. The Greeks even had two gods to represent this - Chronos and Kairos! It is a key part of the Integrated Business Leadership process that we organise our business lives to respect time and what we do with it.