In the line of work I do, there is a constant drive for productivity and efficiency. This clearly has its benefits, but it can be a hidden hindrance. As we rush to clear our job lists, key activities and work to have impact with our strategic goals, we have very little time to step back. This may sound obvious, and the principles of effective time management are well established, but what are the unintended consequences of this “hurried” or “rushed” state we create for ourselves? I use the word “ourselves” because even though our plates are filled by others, we have the power to control our environs. Continue reading “Productivity Inhibits Curiosity”
I am always amazed at what improvement potential there is for organisations, even profitable and well established ones. There is a perception that they are well down their “Lean” Journey, and that they have made significant improvements, whether it be through technology or process development. Organisations are rarely as well developed as they think they are, of course this breeds complacency. Maintaining the improvement “hunger” is a real challenge in large companies. Continue reading “The Difference Between Performing Organisations & Great Ones”
There are numerous definitions of productivity, and a significant proportion of them are related to a company’s KPI’s in some form or other. If we take manufacturing as an easy example, these can be visualised as kg/hr , £/month or RFT (Right first Time) if we cover the elements of production, sales and quality. All of these have a direct relationship with the bottom line, and the cost of product made. However KPI’s are also important in the “transactional” environment such as the administration arm of a company, or in say financial services. Processing documents can be a significant proportion of any process, and errors or tardiness will also negatively effect the bottom line.
This is where an experienced coach/business consultant can help. Ones with significant industry experience in different sectors, can start to build connections on where the losses are. Continue reading “Different Perspectives on Productivity”
I was heartened to see that our UK PM, in her Davos Speech, wants to create a “Centre of Excellence” in the UK with respect to AI. There are certainly some huge opportunities to improve our UK productivity and make our lives easier. This was also reinforced with the recent “Sales Assistant Free” shop that Amazon have piloted in the US, and the new scanning till piloted in North London. However, any new idea or technology requires acceptance before it can implemented fully or properly. This is more pertinent than ever because with the ever increasing “Robotisation” comes fear of job losses. We first had it with blue collar in manufacturing and engineering, then in white collar with low level transactional work, but we are now progressing into higher end transactional work. Large law firms are already using AI to scan databases of previous contracts in order to automatically come up with first revision new contracts for a particular client. We are in a rapidly changing world where VUCA applies, and it is the survival of the most adaptable, not the fittest. We have already seen huge productivity gains related to tech in the UK, and AI is the next step.
I was lucky enough to attend a recent IoD Suffolk AI event at Adastral Science Park in Ipswich where there are over 90 tech companies working on AI and related work. The speakers were very engaging, and Kevin Gooding of OXEMS, who has considerable experience of mass technology change roll-outs and working on IoT solutions, stated that the technology functionality is usually way ahead of the humans, and the adoption rate historically is very slow. This is a double edged sword. On the one hand, we want adoption rate to be fast in order to minimise barriers to productivity improvement, but also we need to ensure workers do not feel left out or alienated. I see this is as one of the greatest challenges going forward i.e., finding that sweet spot between the two. Everything is a balance, but this is where senior leaders have to step up to the plate and be honest about tech advances and the impact on society. It has been refreshing that both Sir Charlie Mayfield Chairman of John Lewis Partnership, and Juergen Maier CEO of Siemens UK have been talking about the need for open dialogue with employees, and both the challenges and opportunities for AI.
As consultants in this arena we are going to have to gear up for the changes, not just from a technology perspective but from an employee engagement success perspective.
As we get closer to a UK election there is a lot on peoples minds. The “snap” election has postponed slightly the “Brexit” discussions /negotiations. However, whatever the outcome of the election, because both the main parties have vowed to see “Brexit” through, business will have to be leaner and fitter than ever before. I have talked about speeding up the decision making processes before. Not only do businesses need to get their act together in their own facilities, they also need to look at the supply chain, and ensure they are protected without interruptions.
We know technology is advancing at a rate, but I have become aware of a great example. There was a recent article in The Economist around how a German online retailer OTTO, who are utilising AI effectively to improve the performance of their business and customer service. OTTO used technology developed by Blue Yonder and a deep learning algorithm originally developed at CERN for particle physics experiments, to analyse 3bn previous transactions with 200 variables. These included previous site searches. Armed with this capability they were able to purchase over 200,000 items, predicting what will be sold in 30 days with a 90% accuracy.
I thought that this picture is an excellent illustration of how different operational wastes are “Linked” together. The four key physical wastes in any operating business are “Process”, “Energy”, “Effluent”, and “Transactions”. These are not mutually exclusive. If you have process waste, i.e. inefficiencies in making your product, you are likely to be using more energy than you absolutely need, and creating unnecessary effluent in the form of defects or recycles.
I recently attended a webinar run by the I.Chem.E. on and the following climate change initiatives post COP22. It finally looks like the engineering institutions are coming together as one, and working with politicians, technologists. This is a critical step in the process as engineers make it happen.