Let’s say you have shipped 1,000 products to your customer on January 1st. All are immediately placed into service. And each month since you have received a few product returns, what we are going to call failures. We also have fitted the data to a Weibull distribution. Then in May, your boss asks you to estimate how many failures to expect in June. Continue reading
Something on the Project goes wrong and is fixed – “Let’s put this down for lessons learned” goes the management mantra. But was this experience just a failing that should not have happened in the first place and relearning a previously taught, but now forgotten, ‘lesson’? Continue reading
Cyber security risk is among the most critical risks to the supply chain:
“Cyber and data privacy breaches are perceived to be the largest threat to the stability of transport and logistics, with the sector facing potential breaches of $2 trillion by 2019.”[i] Continue reading
The number, size and scope of things distracting management’s attention from the task of running the business continues to expand at an increasing pace. Denial of the threats from smoldering issues drives leaders to underestimate the potential for reputational and financial damage that can be caused by bad information gone viral. Continue reading