One team, two pitches: what football says about the factory
A factory works like a team: everyone plays a position, and performance only comes from the collective. And when the season goes wrong, an interim coach is called in.
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Insights fromthe shop floor on industrialperformance.
Methods, leadership and KPIs: practical guidance for running a precision workshop and helping teams grow.
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The board that is too green: when visual management goes silent
A management board that has been entirely green for weeks is not necessarily good news. Sometimes it means nobody reports anything any more.
DMAIC: which tool to use at each stage?
Define, Measure, Analyse, Improve, Control. Five stages to solve a problem for good — provided you use the right tool at the right time.
PDCA, 8D, DMAIC, A3: choosing your problem-solving method
Four recognised methods, one shared logic: understand before acting. What changes is the level of formality and the context in which they are used.
8D: the customer has been helped. Is the problem solved?
Protecting the customer is not enough. 8D was designed to go all the way: find the real cause, remove it and prevent it from coming back.
Manager or director: two jobs, two altitudes
Moving from manager to director is not going up a notch. It means leaving a job you had mastered to learn another one.
Steering leadership: five families of indicators
Production is readily measured; leadership much less often. Yet it leaves measurable traces — as long as you look in the right place.
ROI, ROE, ROA: three ratios to read performance
Three financial ratios that are often confused. They do not answer the same question — and an industrial project is easier to defend when you know which one to use.
Being right or understanding: confirmation bias
We naturally look for what confirms our ideas. On the shop floor as in the boardroom, this reflex can be costly.
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