What a year 2020 was globally, down under and for SIRF Roundtables.
I had the pleasure of touring the Shingo Award winning Cimpress (formerly Vistaprint) facility near Melbourne a while back. I say pleasure, because the energy of the workplace was thrumming and a little infectious.
This world we live in is forever changing, we are taught change is good (Kaizen Kai=Change zen=good) even more so now but one aspect you can cover time and time again for which the function does not change other than the concept but the benefit to all in most cases will. Sharing.
The world has changed with Covid, not only the conditions and environment many live and work in, but also it has had a very significant impact on businesses and industry in how they operate given both current and future challenges faced. I myself am very passionate about the greater competitiveness of industry and feel quite strongly that a great opportunity to drive greater competitiveness exists right now through automation.
It was late in the turn of last century, December 1988 to be precise, that an exploratory meeting occurred that led to the formation of the
Winston Ledet(1999) developed the Maintenance Maturity model 20 years ago and Planned Maintenance is a foundational element of this model and really key to building maintenance maturity.
In our working life, there will be a time when you take steps to climb the ladder of success ourselves where presentations will be a necessity in your day to day, even interviews for jobs can have a presentation included. It is something people struggle with and sometimes don’t come to terms either, but it is part of our working requirement if we desire that promotion, even Schools have this as part of their curriculum which is fantastic. How you deliver it will deem whether it is accepted or forgotten, using key points and techniques will help to make that transition beneficial.
One of the major focuses within industry now is reducing the cost implications caused by poor working practices, ensuring all your assets are kept to a standard where performance and reliability come hand in hand. Ron Moore’s Reliability leadership model focused on bringing the Maintenance and operational functions together to work side by side in a safe and focused manner as a team, driven by operations, and supported by maintenance.
Successful organisational problem solving is difficult, but I believe that great lessons can be learnt from re-examining how Toyota turns it's workers into problem solvers, and what this could mean for your organisation.