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| TRIZ, 5S, MOCX & KPM >> |
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| Structured Innovation (TRIZ based) |
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Structured Innovation is a proven method that helps to speed up the creative thinking process to solve complex problems. Based on the Theory of Inventive Problem-Solving (TRIZ), it goes beyond brain-storming and the like which are good for solving simpler problems.
With Structured Innovation, one is not just shooting in the dark and it helps to even the odds for a regular Joe who has trouble with lateral thinking. Structured Innovation is as its name suggests, a structured approach, an algorithmic approach that appeals to the pragmatic and logical, and offers an exhaustive tool box to speed up the process to reach the "eureka" moment.
Learn how to solve complex problems, see and seize opportunities with Structured Innovation. It can help to open up a realm of possibilities and speed up the process of problem-solving.
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| 5S Workplace Management |
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5S is both a philosophy and a methodology for organizing and managing the workspace and work flow with the intent to improve efficiency by eliminating waste, improving flow and reducing process unreasonableness. The five Japanese words in this 5S mnemonic are: Seiri which is to sort, Seiton which is to straighten, Seiso which is to sweep, Seiketsu which is to standardize and Shitsuke which is to sustain for greater efficiency.
Many misconceptions exist about this discipline and many have incorrectly characterized 5S as standardized cleanup. Those who proclaim this have not gone deeper into the spirit and intent of 5S. It is definitely much more than housekeeping!
This set of principles is the starting point for all manner of improvement activities. It is the first pillar for Total Productive Maintenance (TPM) and is the first step for problem solving or waste elimination in lean manufacturing or service. After all, making the problems visible is the logical first step before one is able to see the problem and embark on the solutions.
5S is a great pilot project for novice improvement teams as one is able to see the results quite immediately. For instance, from mere sorting and straightening, one is able to have greater order at the workplace and this can help improve quality and productivity. Moreover, with re-layout, one is able to create more space and consolidate the space savings into larger blocks of valuable space for expansion.
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| Management Of Constraints (MOCX) |
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| Sand in an hour glass cannot flow straight to the bottom of the glass because of the narrow bottleneck in its middle that constrains its passage. Every organisation like an hour glass has constraints that prevent the business from growing, expanding and achieving its potential. If one is able to identify, manage and unlock the bottlenecks in the organisation to allow value to flow unimpeded from end-to-end, the organisation will be able to realise its true potential.
The rate of revenue generation is limited by at least one constraining process or bottleneck. Hence, to increase overall throughput or revenue generation, we must treat the bottleneck. The constraint or bottleneck can be the size of the market, a policy constraint, a competency constraint, a capacity constraint, or a process constraint.
Management of Contraints (MOCX) helps organisations to achieve their optimum results by diagnosing, identifying and addressing the constraints in the organisations' value streams, thereby freeing the bottlenecks and unlocking value creation. |
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Key Performance Management (KPM) |
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Every organization strives for excellent performance in the market place. A successful organization possesses the culture of setting clear expectations for organizational performance as well as structured reviews and monitoring to ensure that they are met.
Key Performance Indicators (KPI) provide the organization with the needed direction, motivation, as well as the means to measure the health of the organization. Good KPIs are specific, measurable, aligned to the organizational vision, and provide the impetus to shape strategies and plans.
Key Performance Management (KPM) extends beyond identifying the KPIs and addresses planning how to realise the KPI, managing the execution, measuring progress and attainment, as well as correction and corrective action.
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