A blog article I read recently prompted this post. I encourage you to go read “Are the Lights Working at Your Change Intersection?” It’s good stuff and we need more insight like this. But I wanted to take a slightly different angle and keep a similar image. So, I’m asking you …
What type of traffic signal does your change intersection need?
As manufacturers are reaping the benefits of Lean and Lean Six Sigma or other continuous improvement processes within their facilities the importance of eliminating waste still hold sway. So the question now facing these manufacturers is this:
Has the time come where Just-in-Time inventory levels need to be changed to Just-in-Case levels? With the present and at least near future volatility of the economy this may prove to be the case. The answer lies within each company’s own supply chain and decided upon based on each company’s individual requirements. Continue reading
Even after my recent webinar series on “Mastering 21st Century Enterprise Risk Management”, (www.fasttrack365.com/resources/videos), there continues to be confusion around how to aggregate risk in an Enterprise Risk Management (ERM) system. Therefore some risk managers are now advocating that risks cannot be aggregated, but without aggregation ERM loses any meaning and purpose. So if accepting the need to aggregate risk, both from business units to group and between diverse natures of risk, the basic question of how to aggregate risks returns. Continue reading
No, I’m not talking about the 50’s song by The Platters. I’m talking about people on your team or project who really aren’t ‘with the program’ and are putting your work and possibly your career at risk.
Most of us have seen the acceptance model below at one point or another, so I’m going to use it to illustrate my point and show you where you are most likely to find those pretenders. Continue reading
In today’s business environment, many companies outsource a majority of a program’s work to stay competitive. Far too often, hidden subcontractor’s risks cause unplanned significant cost and schedule growth resulting in serious negative program impact.
Sound familiar? Learn how to mitigate these risks: Continue reading