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A pitfall in the path to innovation and disruption is the lop sided focus on "creation" and not enough focus on "consumption". Creation is the process of creating platforms, products, and solutions where as consumption focusses on ensuring that the created artifacts deliver the intended value. Too often enterprises get caught up in "creation" or enabling "creation" and lose sight of the fact that without consumption, anything they create is bound to be a failure. Creation & Consumption can not be Sequenced A misconception that often exists is that "if we build it, they will come" i.e creating the product and solution is enough and its existence will automatically lead to consumption and value generation for the customer. However, creation and consumption cannot be sequenced i.e. made a focus sequentially. Creation and consumption only succeed when they go hand in hand where tight, iterative loops ensure that the creation is informed by consumption trends and feedback and that consumption is also leveraging the latest creations. What Does A Lop-Sided Focus Look Like The top 3 signs of this lop-sided focus are as follows Focus on Building Platforms When the focus of the enterprise is building platforms and when customer value is only created when a developer leverages the platform to build a customer facing application, it often means that the effort invested in the platform has no ROI. When the focus is on platforms, application investment suffers and the platform builders get sidetracked with platform KPIs as opposed to business value KPIs. The platform builders might only focus on "Developer" satisfaction when ultimately, customer satisfaction matters for the business. Focus on Tools, Not on Solutions Another sign of lop-sided investment is a focus on tooling at the expense of solutions. Enterprise teams can often go overboard with building large libraries of tools and using the adoption of the tool as a metric of success. However, simil

At the backbone of any successful production operation is worker safety. You know it, I know it, and yet it's still talked and written about thousands of times every single day. Usually in the name of ongoing improvement, these discussions and articles namely touch on the technical aspects of safety programs: Writing procedures, keeping signage up to date and code, the maintaining and use of personal safety equipment, the elimination of hazards in the work space, the list goes on and on. However, one topic seldom touched on is attitude and mindset with regard to safety - and this extends beyond the employees themselves. In fact, as a manager, it is YOUR responsibility to first don a mindset that allows you to think openly and improve your operation with the best interests of all of those involved in mind. In this blog post, we're going to go over a few ways to keep your safety operations positive, effective, and constantly improving.

Lean Management - A Guide To Starting Out Right Much like anything over-used and spread before those singing praises have done a lot of research, Lean is a concept that sometimes, despite the best of intentions, misses its mark. Lean principles aren't particularly tricky, but with many offshoots and brands of the ideology, it can be easy for new Lean managers to get caught up in misinformation. At its core, lean is about eliminating all kinds of waste from your business. It sounds simple enough, but one of the biggest problems for many newbies is changing your concept of just what "waste" is. Once you've got a grasp on that, you need to move onto individual strategies that can help you eliminate that waste. In this article, we're going to go over how to accomplish both of these tasks as a manager who may be new to Lean by exploring unique facets of this management type and how they interact with elements of your business. One of the largest differences between Lean management and traditional styles of management is that in a traditional methodology your primary (and nearly sole) concern is the end of the line result. While Lean is of course concerned with achieving superior end results, its focus is on the processes that get you there. In this sense, what you learn and practice as a Lean manager is more about making individual pieces work together efficiently than having a tunnel-vision focus on numbers and figures at the end of the cycle. The Relationship Between Lean management, Waste Elimination, and Continual Improvement "If someone tells you that "lean management is this" and not something else, if someone puts it in a box and ties a bow around it and presents it in a neat package with four walls around it, then that someone knows not of what they speak. Why? Because it is in motion and not a framed picture hanging on the wall. It is a melody, a rhythm, and not a single note." - Lawrence M. Miller, Management Meditations While perhap

When most people think of LEAN, they think of manufacturing, and it is no surprise why. A recent post by Mark Bridges in the "Lean Six Sigma and Continuous Improvement Group" on LinkedIn, brings up the idea of using Lean strategies in an office environment. His post looked specifically at how the office side of a manufacturing company can benefit from Lean concepts. His ideas, however, can be applied to any office environment. Taking active steps to eliminate waste can save companies money whether it is eliminating excessive inventory made by a manufacturing line, or eliminating the need for excessive drive space on an email server due to unrestricted storage policies. Northcote Parkinson's Theorem One of the most interesting parts of his post discussed what is called the Northcote Parkinson's Theorem. This theorem states that, "…Over and above a certain size, an office style organization can generate enough work to busy itself with!" This is a simple way of saying that while office work may be necessary, it can easily become a bottomless pit of inefficiency. One can't help but recall the scene from the movie, "Office Space" where the manager drones on and on about the importance of "TPS Reports." This scene is so memorable to many people who work in office environments because it is so relatable. So, how can lean help to eliminate 'TPS Reports' and other forms of inefficiency in the office environment? The post and the comments people made agree that Lean manufacturing strategies can be used in office environments with minimal adjustment. This is a perfect example of waste in the office, and how Lean strategies can help to avoid them. Office environments print off reports, spreadsheets, emails, and any number of other things. Many employees have the idea that as long as they recycle the paper when done, it isn't wasteful. While recycling may be better for the environment, it really doesn't help the company's bottom line. In

Workplace practices for keeping employees safe and improving the safety of their environments has improved vastly over the past century. While part of this improvement comes, without a doubt, from the vast leaps in technology. An equally important piece of the puzzle comes from what we've learned from experience. For the most part, processes that don't work get phased out while those that do get brought conveniently to the forefront of publications and articles to help industries constantly re-invent and improve their "best practices" for safety. One system we're glad to see making its exit in recent years, is the "simple" safety system, in which safety statistics and decisions are based almost exclusively on the opinions of management and the actual reported accidents and injuries that occur on the job. While the latter part of that system can provide useful data, it is reactionary rather than preventative, and requires someone to get injured or property to get damaged before corrective measures are taken.

The term HAZWOPER stands for Hazardous Waste Operations and Emergency Response Standard, and is a set of standards created by OSHA. These standards are specifically applicable to five groups of employers/employees according to OSHA, but they can also be used by many other facilities looking to improve their hazardous waste safety.

OSHA Steps Up Chemical Safety HAZMAT Team Members Discusses Chemical Disaster Unfortunately, thousands of U.S. workers continue to get sick or die from occupational exposures to the many chemicals used in the work place each and every year. Yesterday, the U.S. Department of Labor's Occupational Safety and Health Administration launched two new web resources that are directly aimed at reducing these figures by assisting companies with keeping their employees safe. Chemical Safety Gets A Boost The new tools from OSHA are designed to help employers in every industry sector select safer, alternative chemicals to substances they currently use, as well as adopt more protective exposure limits. We know that the most efficient way to protect workers from hazardous chemicals is by eliminating or replacing those chemicals with safer alternatives whenever possible. Dr. David Michaels, assistant secretary of labor for Occupational Safety and Health Administration Chemical safety Both tools were announced during a brief news conference on Oct. 24 by Dr. David Michaels. The first being a toolkit for employers to identify safer chemicals that can be used in place of more hazardous ones. This toolkit will walk employers step-by-step through information, methods, tools and guidance to either eliminate hazardous chemicals, or make informed substitution decisions in the workplace by finding a safer chemical, material, product or process according to OSHA's press release. The new toolkit for identifying safer chemicals can be found here. The other online tool OSHA announced is a resource; the Annotated Permissible Exposure Limits, or annotated PEL tables. This will enable employers to voluntarily adopt newer, more protective workplace exposure limits. The PELs set mandatory limits on the amount or concentration of a substance in the air to protect workers against the health effects of certain hazardous chemicals. Since 1971, when OSHA was first formed, many of their PELs ha

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