Category: OpEx 4 OpEx

Use DFMA, QFD, and FMEA to Conduct Projects Practitioners: tactical, integrative, and strategic The origins of APQP can be found in the automotive industry.  The processes are costly, but the cost of failure is greater.  The volumes experienced in the automotive industry allow for such costs to be reasonable when…

Communicate Effectively with Suppliers, Stakeholders, and Customers Practitioners: tactical, integrative, and strategic We like to think we are effective in our communications.  We do not set out to cause disruption or misunderstanding.  How much of our frustration comes from our lack of communication?  This idea seems pretty obvious, at first,…

Provide and Receive Performance Feedback Practitioners: tactical, integrative, and strategic In a recent interaction on LinkedIn, the topic of feedback came up.  The initial focus of the conversation was on the functional capabilities of individual contributors.  Specifically, understanding the skill and experience present in our teams.  The trajectory of the…

Establish contingency and crisis plans. Practitioners: tactical, integrative, and strategic The first idea that pops into my head is when I think about establishing contingency and crisis plans is ‘concurrent solution set’.  As an engineering manager in the Machine Design Center, we practiced concurrent product and process development.  We evaluated…

Develop a closed-loop system for driving improvement to ensure alignment and synchronization of business plans that support the mission/vision/purpose of the organization. Practitioners: integrative, and strategic Concept number 10 might be the best way to understand why the four-system approach, SMPL OpEx, leads to the greatest possible outcomes.  Over the…

Use Planning Tools to Set Strategy and Direction Practitioners: tactical, integrative, and strategic The dictionary definition of planning is an important starting point to better understand what using planning tools to set strategy and direction is encouraging from us.  Planning – the act or process of making a plan (that…

Use processes like Hoshin Kanri and tools like A-3 to ensure alignment and track progress regularly. Practitioners: tactical, integrative, and strategic The key to this idea is found in understanding the purpose and relationship between processes and tools.  Whether the objective is strategy deployment or managing a project, we have…

Define stability and standardization expectations. Practitioners: tactical, integrative, and strategic When I read define stability and standardization expectations, I immediately think about a conversation I had with an executive vice president.  He had sent me out to assess his plant performance.  As I moved from plant to plant exploring SQDP…

Create learning environments by developing others through delegation and “letting go” to stretch and grow protégés. Practitioners: tactical, integrative, and strategic One of the most destructive behaviors a sponsor can undertake is to hold onto the ownership of the work of their teams.  Whew!  I’m gonna get some push back…

Respect decision-making processes and understanding the importance of driving consensus. Practitioners: tactical, integrative, and strategic Everything we do is the result of a process. One of the key ideas in operational excellence is that everything we do is the result of a process, including making decisions.  How we make decisions is…