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We hope you find our newsletter provides usefull information on topics that support your company's initiatives to improve performance.  If you have comments or are interested in other topics, please call 1 866 286 8713 to discuss them or complete our contact follow up form and submit. We will contact you shortly after receiveing the form to discuss your interests.

 

January 2010 - Acheiving Cultural Change Requires More Than "Walking Your Talk!" 

Creating a culture that will consistently "deliver" requires business wide communication of he bsiness strategy, business goals and performance metrics for success.  However, just "Walking Your Talk" is not enough.  Lean what it takes to achieve and sustain the cultural changes and behavior to make your orgainzation successful.  Read this issue of Visionary Views.

 - January 2009 - Chief Performance Officer - Does Your Organization Have One ??  Should IT??

How important is Performance Improvement in your orgainzation?  Do you walk the talk OR jus talk??  The action taking by President Elect Obama to create the position of Chief Performance Officer may just be what all orgainzations need to be doing.  If performance improvement is REALLY important, shouldn't there be a person responsible and accountable for it!  Read Our Visionary Views on creating a "Chief Performance Officer" position and why.

 - November 2008 - Six Fundamentals For Successful Projects 

Every organization commits significant resources to undertake "projects" intended to improve business performance and customer service.  Unfortunitly, many of these resources are wasted.  Projects time after time deliver - to little - for too much - to late.  If your interested in learning how to make projects at your company more effective - planned results - on time - within budget - then READ more on Six Fundamentals for Successful Projects.

 - August 2008 - How Do You Know What You Don't Know?

Did you ever stop to think about how you make decisions and "always know" the data you are using is correct?  But, what if it isn't?  This issue of our newsletter addresses what can cause your company's information system to give you "bad" data.  Interested in more, READ "How do you Know What You Don't Know" 

 - June 2008 - Quick Response Manufacturing - QRM

 How many ways can you package the idea that every company needs to improve operating performance to survive?  From the initial works of Edward Deming, the Toyota Production Process, Lean Manufacturing, off shoring and Process Re-engineering the theme has and continues to be “get better or put your company’s survival at risk”.  In today’s competitive world of manufacturing running in place doesn’t work.  Get better or close the doors.  Read ON......

 - April/May 2008 - "Crossing the Chasm between Strategy and Execution"

Have you ever noticed that most business strategies – no matter how well prepared – don’t achieve their targeted results within the established time frame?  In today’s competitive business world, survival depends on a company’s ability to create new products and services, enter new markets and constantly improve performance for their customers and themselves.   Read More ........

 - Feburary/March 2008 - "A Framework for Performance Measurement"

It is interesting to observe that while performance metrics are a basic component for both team and players in every sport there are relatively few metrics used in the World’s competitive arena of business.  Yes, earning per share, ROI, market share are familiar terms in business.  But take a walk to the shipping dock, mail room or accounting office and ask – “what are your performance metrics?” and you will probably be overcome by the silence.  Read More ......

PRIOR ISSUES

 - January 2008 - "Change Management and How to Survive It!"

What is Change Management?Change Management can be defined as a structured process through which change within an organization is accomplished.  Change is inevitable and will effect each organization in different ways.   The never-ending need to change puts organizations into one of two categories - the few that have mastered the “process of change” and the ones that haven’t or won’t.  Read More .....

 - Novemeber 2007 - "Cost of Quality"

It’s a term that’s widely used – and widely misunderstood.The “cost of quality” isn’t the price of creating a quality product or service. It’s the cost of NOT creating a quality product or service.Every time work is redone to correct a error of any kind, the cost of quality increases.   Every time work is redone to correct a error of any kind, the cost of quality increases.

The actual “Cost of Quality” will vary based on many factors including the industry you operate in, your mode of production or service delivery and the sophistication of your information systems. However, experts have estimated that between 15 and 30 percent of every employee’s time is used to “fix” quality related issues.  Read More ....