Great Systems

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Systems shape culture, and without culture change, your lean initiative will end up resembling the total quality management effort that your company tried twenty years ago. I wish this wasn't true, but I have seen too many attempts to lose weight, reduce credit card debt, and exercise more go by the wayside. Our existing culture encourages us to buy the tools and attend the classes, and the rest will take of itself. That however is not the cultural attitude that the high performing companies take.

I have been serving as an internal and external process facilitator for over 25 years. I have taught group facilitation skills to others, and I have applied my own skills to help groups solve a variety of problem types and develop both short and long range strategic plans. In addition to planning and facilitating group events for you, I can also prepare corrective actions, summary reports, and planning documents that are both professional and easy to utilize.

It is my goal to provide each of my customers with the utmost value, and I am not just saying that. If you are interested in working with me further in one or more of the following ways, please send me an e-mail at kevin@greatsystems.com or give me a call, and we can set up an initial "How can I help you?" visit.

You can also employ the use of several mechanisms for staying in touch with the customer. In doing, you can obtain data from a variety of sources, compare the results of such research, and look for commonalities across different data collection mediums. The patterns that appear most often reflect the requirements that your customers consider to be the most important. If you do choose to use a variety of approaches, make sure that you pull them all together into a listening post summary table.

One of the best approaches to use involves holding regular supplier conferences, which are hosted by the organization, on at least an annual basis. For some key suppliers, quarterly meetings of this nature are often required, especially in the first year or so of the transition to a reliability focus. During these meetings, both company expectations and emerging trends and practices can be covered. A second approach for educating suppliers is based on involving them on a concurrent engineering team as new equipment is being developed or designed.

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