Lean processes and management systems should inspire the sustainability and productivity of your company in the long term. IMIG supplier assessment supports your company in this lean transformation. The starting point of this continuous improvement is a 3-day assessment, which is specifically tailored to your needs. At the end of the assessment, an evaluation of the current performance status, the causes of the problems and an implementation plan for your company are provided.
THE CHANGE PROCESS IS INITIATED
Not only production is subjected to the change process, but all areas of your company! In the assessment, a comprehensive picture of process, organization and leadership is described. “We have the task to support your processes, your organization and your leadership with special knowledge in the direction of best practice” says the expert team of IMIG.
In the first step, the goal of the assessment is to provide a clear picture of the current situation of the company for the respective topic category (see Figure 1). To this end, we conduct interviews and small workshops with your employees, obtain data and compare it with best practice criteria. In addition, a simplified value stream analysis is carried out in cooperation with you, which includes the visual representation of the flow of goods and information from the supplier to your customer.
After this recording phase, we get to the bottom of the current problems and causes. These can vary greatly depending on the company and industry. Here, we conduct more in-depth interviews with the departments and persons concerned or analyze further data.
Based on the results of the as-is analysis, potential for improvement is derived and recorded in an implementation plan. We differentiate between quick wins, medium-term measures and long-term measures. At the end of the third day, we present our implementation proposal to management in a final report. This usually results in concrete implementation projects (so-called lighthouse projects), in which we are happy to provide you with active support!
Ideally, IMIG experts accompany the companies during the implementation of measures and contribute to process stabilization. We also want to support the companies with innovative ideas and systems. Currently, supplier assessments at a large OEM are running very successfully, as is the training of their employees in so-called train-the-trainer courses. In the first lighthouse projects, very good results have been achieved in terms of productivity, quality and lead times.
CONCLUSION
The IMIG Supplier Assessment is therefore much more than just an ordinary audit but it is the starting point for initiating a change process into a new corporate and leadership culture!
Smart manufacturing and culture change – why culture change is the magic ingredient in maximising the fourth industrial revolution.
First, some context for the uninitiated.
The first industrial revolution came with the advent of mechanisation, steam power and water power. This was followed by the second industrial revolution, which revolved around mass production and assembly lines using electricity. The third industrial revolution came with electronics, I.T. systems and automation.
Now we are at the genesis of the Fourth Industrial Revolution that you may have heard referred to as Industry 4.0, I4.0 or Smart Manufacturing.
Essentially, it is a digital transformation of the manufacturing lifecycle that extends and integrates the shop floor to digital technologies and approaches. It enables real-time decision making, enhanced productivity, flexibility and agility across the manufacturing business.
When computers were introduced to the manufacturing process we called it Industry 3.0. However, most of the computers that were introduced were standalone, siloed and not connected to each other. Planning and envisaging the whole manufacturing lifecycle was a manual process filled with inefficiencies and risk.
With Industry 4.0, computers are connected and communicate with one another to ultimately make decisions without human involvement. A combination of cyber-physical systems, the Internet of Things (industrial or otherwise) and the Internet of Systems make Industry 4.0 possible and the smart factory a reality. As a result of the support of smart machines that keep getting smarter as they get access to more data, our factories are becoming more efficient, productive and less wasteful. Ultimately, it’s the network of these machines that are digitally connected with one another and create and share information that results in the true power of Industry 4.0.
Industry 4.0 epitomises the growing trend towards automation and data exchange in technology and processes within the manufacturing industry allowing for automated and autonomous manufacturing with joined-up systems that can cooperate with each other. This automation includes interconnectivity between processes, information transparency and technical assistance for decentralised decisions.
This approach will help solve problems and track processes, while also increasing productivity and leaving a kinder footprint on the environment.
Under the fleecy guise of AI: the Internet of Things (industrial or otherwise), cobots, big data, predictive analysis and digital twins are complicated tools that will bring lucidity, efficiency and profitability back to the manufacturing sector for those that embrace the future.
A smorgasbord of high-tech products already exist competing in a noisy marketplace that leaves paralysis in its wake with the ever-increasing complexity of choice leaving even the most ardent engineers struggling to know where to start in their revolution.
When we first engage with new Customers, who we call Partners, we explain the Industry 4.0 layer cake. Starting from the base of the cake, you need to consider whether your existing infrastructure can handle a fundamental change.
IMIG AI Industry 4.0 approach
No one wants a soggy bottom
The connections between people, things (machines in this example) and data are going to increase in volume, frequency and complexity. Do you have the resilience, mobility and governance that this will require? Getting this right can be expensive and time-consuming but under-investing here will impact your ability to revolutionise your systems and culture – they need to be sitting on rock, not sand.
In baking terms, the base of the cake needs to be firm and dependable to stop the middle collapsing.
Augment rather than re-invent
The middle of the cake is a layer of interconnected systems that provide essential functions to the business and operational processes. If it helps, imagine it’s a layer of rich honeycomb.
Systems are fairly ubiquitous and an entire software industry exists to create glue and cohesion between them. In my experience, replacing operational or business support systems are never the solution regardless of how tempting it may be. Augmenting in a lean and rapid way is more likely to be successful and will get you results far quicker. Use your existing systems as data stores and build new functionality over the top.
How will your systems cope with increased data, interactions and needs? We already work with some fantastic systems partners like Tulip Interfaces and Replan that deliver frontline and capacity planning tools over the top of your existing systems and infrastructure and both can get results fast with little investment. How will your people adapt to new skill needs and faster response times?
Unity at scale
Lastly, it’s important to get to grips with the data you will create. First, do not under-estimate the volume you will generate. Secondly, if you invested in your infrastructure then using cloud-based systems will pay you dividends. If you didn’t, expect your Total Cost of Ownership to increase exponentially.
With more data comes greater responsibility and if you aren’t actively managing your risks then you are setting yourself up for failure. To get the most from AI-based technologies, you need data – and lots of it – existing within the same unified namespace. You will also be exposed to a greater risk through corruption, loss or theft. Treat your data as one of your most valuable assets. It’s the source you need to accurately train your future systems.
The magic ingredient
Culture is not the icing on top of the cake, it’s probably the most important layer. It’s both the creamy filling between and well as on top of the cake. If systems and infrastructure are about smart choices and robust implementation then culture is about the heart of your organisation and how that permeates your manufacturing process. Without this, your finished product could end up being dry and tasteless and not the culinary experience you first envisaged.
Consider culture in terms of people, things and data. Culture for people seems obvious but I always advocate what I like to call democratisation of things and data. By visualising shop floor processes you create buy-in from people. Remember, change is scary and people feel threatened, particularly from losing their jobs to AI or robots.
Democratising data gives people ownership and creates a more realistic bond between “man and machine”.
Cobots, robots that work semi-autonomously but stewarded by partners, not operators, will come to dominate manufacturing lines. This co-ownership of a process is a more efficient relationship with stewardship being the human role.
In this way, developing a culture of acceptance and stewardship is the focus you need to pull technological change right the way through the stack to the people that will come to value it the most.
Teaching old dogs new tricks with AI
A well-functioning organisation will be driven by data and again, culture plays an important part. This is less about numerical accuracy and more about visual literacy. To give you an example, visualising machine cycle times is more effective using colours than numerical data. The knowledge gap needs to be radically challenged and improved. I believe that AI will assist in this by enabling complex data to be immediately understood and acted upon by non-technical staff, tapping in to the decade of latent wisdom and experience existing within the workforce without needing to upskill.
Getting the right ingredients
Finally, it’s worth noting that Industry 4.0 will be a new target operating model for your business with its roots in digital transformation. There are plenty of lessons that have already been learnt in driving transformational change so you don’t need to feel isolated and without help.
The reality is that you either have the skills in your organisation that need leading and mentoring in the right way or, you need to invest in training or recruitment. Getting the ingredients right, a heady blend of people, things and data, is probably the easy part. Developing the recipe and getting temperature and timing correct is probably more challenging.
My best advice is to find a partner to guide you on this so you can focus on providing the leadership and insight you need to succeed. Find out more about our Digitalisation and Industry 4.0 services.
While the historical challenges faced by this company are based on actual events, the proposed solutions and results are hypothetical and intended for illustrative purposes only. The success of any operational business turnaround depends on various factors, and actual results may differ. Readers are advised to consult professionals before making business decisions.
CASE STUDY BACKGROUND
Saab Automobile, a Swedish car manufacturer, was founded in 1945 as a division of Saab AB, an aerospace and defence company. Known for its innovative designs and focus on safety, Saab was a respected name in the automotive industry. However, by 2011, the company was facing bankruptcy.
Saab’s downfall can be traced back to a series of ownership changes and financial difficulties. After being acquired by General Motors in 2000, Saab struggled to maintain its unique brand identity while integrating into GM’s global platform. The 2008 financial crisis further exacerbated Saab’s problems, leading to its sale to Spyker Cars in 2010. Despite efforts to revive the brand, Saab filed for bankruptcy in 2011.
CHALLENGES
Our hypothetical diagnosis identified several key challenges that contributed to Saab’s demise:
Brand Dilution: Under GM’s ownership, Saab’s unique brand identity was diluted, leading to a loss of customer loyalty.
Financial Difficulties: Saab was burdened with high levels of debt, which limited its ability to invest in new product development.
Market Competition: Saab struggled to compete in a highly competitive global automotive market, particularly against luxury car manufacturers.
SOLUTIONS
Our hypothetical operational turnaround solution for Saab Automobile was a comprehensive and meticulously planned approach that addressed the company’s challenges and set the stage for sustainable success. Here are the detailed steps we took:
Brand Revitalisation:
Conducted market research and customer surveys to understand the perception of the Saab brand and identify key areas for improvement.
Developed a brand strategy that emphasised Saab’s unique heritage of innovation, Scandinavian design, and commitment to safety.
Launched a comprehensive marketing campaign to reposition Saab as a premium and distinctive brand, targeting key customer segments.
Collaborated with renowned designers to create visually striking and technologically advanced vehicle models that captured the essence of Saab’s brand identity.
If you need to get in touch with us, please drop us a line and we will get back to you as soon as possible, contact us HERE.
Connect with Alun Tribe our Business Turnaround exec via his LinkedIn.
Supplier diversity in manufacturing is like adding a variety of spices to your favourite dish—it enhances the flavour, or in this case, the performance and sustainability of your supply chain. Embracing supplier diversity means widening your network to include businesses owned by underrepresented groups, such as women, ethnic minorities, veterans, and persons with disabilities.
So, how can we drive inclusion within our supply chains? Here are ten innovative strategies to help you encourage supplier diversity and boost your business growth:
1. Establish a Supplier Diversity Programme
The first step towards an inclusive supply chain is setting up a supplier diversity programme. This initiative will help guide your procurement process and serve as a framework for achieving diversity goals.
2. Source Locally
By sourcing from local, small and minority-owned businesses, you not only bolster your supply chain resilience but also contribute to the local economy.
3. Engage with Diversity Councils
Participation in diversity councils or similar bodies can help you connect with diverse suppliers and gain insights on best practices.
4. Set Clear Diversity Targets
Just like in any business strategy, setting clear, measurable goals for supplier diversity can help track progress and ensure accountability.
5. Educate Your Procurement Team
Your procurement team is the frontline of your supplier diversity programme. Training them on the importance and benefits of diverse sourcing is essential.
6. Communicate the Benefits to Stakeholders
By effectively communicating the benefits of supplier diversity to stakeholders, you can garner support and push for necessary resources and changes.
7. Adopt a Tiered Approach
Engage with your tier 1 suppliers to encourage them to adopt similar diversity policies, extending the initiative through the supply chain tiers.
8. Leverage Technology
Use procurement platforms and tools that can help identify and manage relationships with diverse suppliers.
9. Conduct Regular Audits
Regular audits ensure that the goals set for diversity are being met and highlight areas that need improvement.
10. Celebrate Success
Recognise and celebrate the success of your supplier diversity programme. This will foster motivation and further support for the initiative.
We’d love to hear your thoughts or queries about supplier diversity in manufacturing, so feel free to leave a comment below. If there’s a topic you’d like us to explore in future posts, do let us know! Contact us HERE.
The winds of change blow through every business. And for companies in seasonal industries, those winds gust into a hurricane-force maelstrom for a few hectic months every year. As predictable as the seasons themselves, demand spikes challenge manufacturers and retailers to flex their capacity planning in intelligent ways. Like a yoga master extending into Crow Pose, your supply chain needs to stretch to meet customers’ needs all while maintaining balance and poise.
So how can your business harness enough capacity for peak season without toppling over itself? Follow these 10 strategies for effective capacity planning and you’ll stand sturdy through even the strongest market gales.
1. Forecast further ahead
Stretch your planning horizons to glimpse what’s over the horizon. Building forecasts 12-18 months in advance allows you to align capacity across a longer timeline. Think big picture before getting lost in the weeds.
2. Analyze Trends holistically
Don’t forecast in a silo. Bring sales, marketing ops, finance and other teams together to analyze past seasonal peaks and troughs. Identify trends across product lines, regions, and channels for insights into future needs.
3. Model different scenarios
Storm systems rarely follow expected patterns. Create plan A, B and C based on best case, moderate or low demand. Layer in other constraints like supply disruptions, new product launches or promotions.
4. Enhance visibility
Information powers planning. Access real-time visibility into inventory levels, supplier capacity, delivery schedules, and changing customer order patterns. Tools like demand sensing feed data insights to your forecasts.
5. Build in flexibilty
In volatile times, fixed capacity fails. Seek flexible resources to scale up or down swiftly. Consider outsourcing production, using temporary staff or reallocating employees cross-functionally.
6. Strenghten Supplier Partnerships
It takes an ecosystem to handle seasonal spikes. Collaborate closely with suppliers to understand constraints and risks. Build processes to align plans, share data, and respond quickly together.
7. Refine operations and scheduling
Sweat the small stuff. Optimize production scheduling, changeover times, inventory policies, and process flows. Small optimizations add up to big capacity gains.
8. Invest in Automation
Automating repetitive tasks and process steps amplifies human productivity. Labor robots excel at defined, rules-based activities with minimal variability.
9. Pursue Continuous Improvement
No process is perfect. Whether peak season or slow season, regularly review operations to identify and address bottlenecks. Small tweaks over time boost throughput.
10. Plan for profitability
Volume isn’t everything. Target promotions, service levels and inventory to maximize profits, not just chase sales. Add capacity surgically to balance customer service with fiscal performance.
By taking a strategic, creative approach, you can build a flexible business able to shape-shift along with the seasons. Need help preparing for the next demand cycle? Let’s keep the conversation flowing.
If we can help you with capacity planning, get in touch with IMIG today.
The Consulting Coach as a Bridge Between Theory and Practice – a DMAIC Case Study
Our client had the problem of understaffing in the entire middle management area. We didn’t specifically say: “OK, we’re going to do lean training and teach you the language of lean and what the tools are”. We started with the change process itself and said “Look, there is such a thing as waste”. It’s exactly the same with 6 Sigma: people might mention that it exists, but it’s really just overwhelming because people aren’t used to this kind of thing at all.
This is different in an organisation that is specifically interested in Six Sigma training or a Lean organisation. Of course, you talk to them much more in detail. In that case, we would offer different training courses:
In essence, there are three different levels in Six Sigma. The lowest level is the ‘Green Belt’, which is basically a project manager who can lead Six Sigma projects. These are structured according to the DMAIC flowchart: Define, Measure, Analyse, Improve and Control, which is a universally recognised and successful project cycle.
The next level is the ‘Black Belt’, who is able to manage Six Sigma projects as a multi-project manager, supported by several subordinate Green Belts, and can also apply advanced statistical methods. Then there is the Master Black Belt, which is the one who can train people to the international standards, or lead complex transformations and improvement programmes in companies.
When our help was requested, it was primarily about process generation in quality management: the analysis of the quality value stream and the implementation of an improved target value stream. However, this has now developed into a project that is also about reducing rejects, rework and other things that are closely linked to this. As a result, I have more contact with Six Sigma again. In so far as I collect various data sets, analyse them and determine the scatter, for example. I create a hypothesis test and carry out many other measures. That’s very exciting for me because I’ve been working less in this field for the last year and a half. So I really enjoy it a lot. Apart from that, I also had to do a lot of change management because now the project has actually developed in such a way that it has stretched from the original pilot area to the whole company and includes all production areas. Now, I am accompanying the position of interim quality manager and am therefore responsible for the entire quality management system of the company.
I particularly like it because we are on the road with several consultants. It is quite a big company and I can also discuss key issues with my colleagues: “Here we have a problem. How do we deal with it now; what is your proposed solution?” and so on. I like that very much, as a personal matter.
Consultant and coach, what’s the difference?
Imagine going to a bank with a certain amount of money. You expect your partner to come up with the solution – that’s clearly consulting. Coaching is education and training; I do that in consulting too, but the essential difference is: I am the coach, I provide the method to your problem. Whether concerned with personality or with the production line. I expect you to be or become the expert on your problem, even if the perspective on it may be distorted at the moment. I provide you with a different perspective that lets you see the problem. You can then find the solution to the problem yourself in the next step.
In change management there are three main questions that everyone needs to answer: The first is “why do I need to change? Everything is actually just fine in the comfort zone – everything is working.” The next, and by far the most important, is “What’s in it for me?”. That can be more money, that can be more free time, that can be a better job – whatever. That is individual and the difficulty is to find that out. If this question is answered well, the last one usually follows by itself and out of self-interest: “How do I get there?”. The solution to this is then, interestingly enough, merely an accessory, these are simple tools.
The human in the centre – a DMAIC case study
Lean can be taught to a child. Lean is simple methods – common sense. Six Sigma goes a step further and is a little more demanding to implement. In my experience, however, most projects – no matter what they are about – are most likely to fail because of human factors. It can be resistance, but it can also be ignorance or mere lack of knowledge. What we do is always a change: Someone comes from outside and says: “You can do that better. That is actually a proverbial slap in the face. “Everything you’ve done so far can and has to be improved”. That’s how it can come across. The art – and that’s how I measure the success of my projects – is not whether I’ve reduced the waste by 10% or 20%, but when I see that the people are enthusiastic and they make the project a success themselves. That’s how I measure my success and that’s also what I see as the biggest challenge.
If we can help you, don’t hesitate to contact us HERE.
Maximising Production Line Efficiency – Case Study
Regardless of your industry or business, improving and maximising production line efficiency is a top priority – And more so than ever in our post pandemic world with economic uncertainties
After all, it can mean cutting down on costs, maximising employee time, improving throughput and increasing business sustainability
Forward thinking businesses are continuously seeking new methods for boosting efficiency in order to improve their bottom lines. Since 1987, output per hour for workers in the manufacturing sector has increased by over 2.5 times.
But the landscape is changing, UK productivity has hit a slump and businesses looking to stay ahead of the competition must constantly reinvent themselves and retain sought after talent. In fact, recent surveys show that over 70% of employees see inefficient processes as impacting their job and why so many are seeking new jobs
How is Efficiency defined?
First, you must define what efficiency means to your business
Consider this definition of production efficiency from Investopedia:
“Efficient production is achieved when a product is created at its lowest average total cost; production efficiency measures whether the economy is producing as much as possible without wasting precious resources.”
Ways to Improve Manufacturing Efficiency – IMIG Case Study: Maximising production line efficiency
Below, we explore five areas of your business that you can improve on in order to maximise your efficiency
1. Identify and Eliminate Waste
Waste is a broad term. It can mean anything from employee hours, energy, materials, etc.
Here are a couple ways you can identify and eliminate waste:
Short-term: Identify processes to highlight and remove the waste
Each of your processes creates some variation of waste. Identify which processes are creating the most waste and then optimise them to eliminate and bring down to an acceptable level. We start by taking the teams, providing an understanding of the wastes and coaching them to lead their own waste walk to identify where waste exists:
Medium-term: Create less waste with new operational practices
While identifying where you are creating the most waste, you will find operations that in the long-term, can be improved upon. This could mean anything from adopting new equipment that requires fewer materials, designing new parts that improve yield and completely redesigning a shop floor layout to improve flow and visibility:
2. Evaluate Your Production Line
The production lines in your facilities are your bread and butter.
Throughput is the most important metric to track when studying your production lines. It essentially measures the average number of units being produced over a specific period of time. This allows you to immediately identify problems in your production line when throughput is not up to par on certain machines.
Additionally, you can track capacity utilisation
By calculating what each factory’s total manufacturing output capacity is, at any given moment, you can see what production lines are performing at their highest possible output. Combined with throughput, you have two ways to track production line efficiency.
3. Identify Bottlenecks
While identifying any problems in your production line or other processes, you will naturally discover your bottlenecks
Bottlenecks are the breakdowns in your production line, supply chain, or any business process that in turn prevents another process from accomplishing its function.
For example, in a production line, a specific machine could require maintenance, shutting down its operation for half of a day. Any process that requires that specific machine to be in operation is then stuck, unable to perform. That machine is then the bottleneck.
Once you have identified your most common bottlenecks, you can work towards removing them and improving efficiency by eliminating excess downtime
4. Training the Teams – Sustaining the changes
Optimal employee performance starts with empowering every team member throughout the process. This isn’t as simple as creating a booklet that may just gather dust in a drawer — highly effective employees and high performing teams need to understand the right tools, be provided with valuable training to them and importantly; see the value of it if they are to put this to use longer term…
IMIG’s Capability by Conversion approach (CBC) is built on that ethos – our training puts your teams at the heart of your business improvement activities; our direct and on the job support and coaching ensures that your teams drive and sustain the change. Allowing Continuous Improvement to thrive in the long term
The creation of standardised practices across your whole organization is also crucial, from the top down. After all, you cannot expect each employee to be working efficiently when different managers institute different practices, and the same task is tackled multiple ways.
We suggest that in order to empower your employees to create sustainable efficiency, they should be asking themselves these questions:
“Is what I’m doing now adding value, or am I just doing it because this is the way I’m supposed to do this?”
“If I were the customer, would I pay money for the activities that I am engaged in?”
We know that by giving your employees the space to formulate ideas that can improve efficiency themselves is vital. After all, no one will know the ins and outs of their specific operations better; they are the experts and the value adders!
Here at IMIG, we are working with businesses globally to improve and maximise their efficiency whilst giving the internal capability needed to stay ahead and build teams of proactive problem solvers
Get in touch for a free consultation and find out how you can maximise and sustain efficiency with your teams at the forefront
I have seen various attempts to define Healthcare 3.0 and Healthcare 4.0 as the next best thing. These evolutionary steps in Med Tech talk about medicine being patient-centric, based on Big Data and AI and aligning broadly with the Industry 4.0: or, the fourth Industrial Revolution, as we know it. This is my take on where we are and whether these approaches are right.
By Owen Tribe, Digital Partner : CTO : CPTO : Advisor : Strategist at IMIG.
The Pandemic has been both an accelerant and catalyst; Kick-starting the dialogues that will enable technology to deliver healthcare to the masses in a more efficient and cost-effective way. Clearing our backlogs; Empowering patients and clinicians; Opening the door for automated decision-making to improve health outcomes. The pace of adoption is picking up at an exponential rate.
Covid forced healthcare organisations to adopt telemedicine and you would be hard-pressed to find someone to disagree that it’s here to stay. The coming-together of technologists and clinicians is already driving creativity, adaption, usage and consolidation across both these industries. Med Tech is hot stuff, right now.
However, the industrial giants of the coming era, such as Amazon, are already starting to make inroads into this space and I expect the other three dominant digital giants, namely Apple, Microsoft and Google, to follow-suit (or get left behind).
The speed of this consolidation is going to be breathtaking.
The starting pistol for mass aggregation and consolidation has already been fired. I would expect the pace of mergers and acquisitions to accelerate exponentially over the next couple of years as we move towards a change to proactive medicine (rather than the legacy reactive model): it is cheaper to prevent a patient getting ill in the first place than to fix them when they go wrong.
I expect to see a single subscription model like Apple One or Amazon Prime where a family pays a provider for everything digital (Digital Transformation is not about process, it’s about going to the Moon and the end of Government as we know it) including healthcare*. We are already used to the monthly subscription model and I would not be surprised if, in the future, it included hardware as well as software and services -this has been the endgame ideal for decades.
Generally, in the Med Tech industry, we broadly talk about digitally transforming our legacy healthcare services using terms such as APIs, Cloud, Big Data, AI, Interoperability, Machine Learning and Internet of Things as if these are revolutionary new ideas. They aren’t; Healthcare is late to the party.
These are Web 2.0 terms and Industry 4.0 is about a digital revolution. In Why does health data need Web 3.0, I talk about how the proliferation of health data needs new technology rather than being based on a corrupt and now legacy model (it’s worth reading if you haven’t already).
It isn’t that AI, Big Data, Cloud, Machine Learning aren’t relevant but the premise that modern ecosystems will be built using them is just wrong.
The big four (again, Apple, Amazon, Microsoft and Google) all have certain characteristics in common: they all provide verifiable identities to consumers; They all provide trusted environments; They all provide hardware as well as software; They all have infinite pockets and resources; We already use them and are invested in them as providers.
Increasingly, they have our data but Web 3.0 will likely change that. Instead, I expect them to be trusted curators and guardians of health blockchains into which our data will be stored.
If we want to be truly revolutionary, we need to skip Healthcare 3.0 and 4.0 and go directly to 5.0. because patients, the industrial giants and the revolution won’t wait for you.
Med Tech organisations, take note: you should be investing at least half of your efforts in Web 3.0 technologies to stay relevant: You need the right people by your side.
* The public/private healthcare debate is not something I am going to cover, here.
How Continuous Improvement Culture Drives Success: The Role of Lean Learning
Corporate culture shapes the way teams collaborate, solve problems, and achieve success. It influences everything from constructiveness and productivity to employee well-being. Ultimately, a strong corporate culture is a cornerstone of a company’s success. This makes it essential to critically examine your culture regularly, reflecting on how employees, colleagues, and even leadership align within it.
At its best, corporate culture inspires innovation, encourages accountability, and fosters an environment where employees feel empowered to make decisions and solve challenges proactively. But how do you achieve this level of cohesion and foresight within your team?
“Imagine your employees solving problems before they happen.”
This forward-thinking mindset is the focus of our Lean Learning Academy. Designed to target the key aspects of constructive corporate culture, our workshop equips teams with the tools and strategies to identify potential issues early and create solutions before they escalate.
Our Lean Learning Academy isn’t just about process improvement—it’s about fostering a mindset shift. We help your employees think lean, work efficiently, and embrace a culture of continuous improvement. This approach not only boosts productivity but also enhances employee satisfaction and overall workplace harmony.
Whether you want to enhance collaboration, streamline processes, or develop a more constructive culture, our tailored workshop will empower your team to reach its full potential.
Take the first step toward a stronger corporate culture. Contact us today to learn more about the Lean Learning Academy and how it can transform your workplace.
Do you have any questions or comments? Contact us directly HERE.
