Error Tolerance to Innovate

Submitted Fri, 04/12/2019 - 12:20
La realidad de la innovación

Innovation requires that companies have a certain tolerance for error, it is a question of assuming what innovation supposes, or of departing from innovation. Even without talking about R & D, innovation is about managing or introducing new aspects for a company, both related to internal processes, the way of doing things, to work, and related to the products or services we sell, or the way to organize.

We try to explain it constantly when we meet companies that seek to improve, from aspects of quality, improvement of the same, dynamics of problem solving, to more complex aspects of the quality itself, of studies to overcome current quality levels, of studies to know the level of quality that a process can come to give, to what is properly innovate and dynamics that facilitate the generation of ideas, their analysis, etc.

We want to highlight the article published in CepymeNews, which is a reminder on the issue of tolerance to error, an aspect that is still difficult to assume today, even in companies that intend to do new things. We do not know any company that addresses innovation and that does not make mistakes, the important thing is to learn from these mistakes, get knowledge of them (advance in technology). Nowadays, it is still common to see cases in which, within the scope of a project, an employee is fired for making an error, what a mistake! It is precisely these people who can best help to establish more solid solutions. reliable, identifying risks and problems.

ATEC+ID provides methodologies and assistance to implement systems and dynamics in the field of continuous improvement, plans and dynamics problem solving, obtaining new levels of quality, Lean Manufacturing, Lean Office, Lean Six Sigma, etc., because when they are addressed plans or projects of this type, in which new strategies are identified, it is convenient to help from outsiders who know the steps to take, the risks that are usually given, and that have tools to manage it.

 

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Tags: mejora
Title short

The plan must adapt to reality

Body brief

In innovation, the established plan must be adapted to the reality that is being identified

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Digitalized, or ..... hmm.... Digitalized

Submitted Thu, 03/17/2016 - 20:01
Digitalisation, ou ..... hmm.... Digitalisation

 

Although it is already landed there are many cases where it is not known what digitalization means, or how to deal with, especially in SMEs. First we must make an effort to understand what is digitalization, which like all abstract meaning, allows many ways to see and understand, as we become more familiar or as the sector in which we move. However there are common aspects that identify what is digitization, such as the transfer of vision and business processes to digital, that is, to computerize, to automate, to upload them to the web, the cloud, etc, this is , to move from traditional processes and business models, to products, processes and services based on information, connectivity, and Internet and/or which may result only information, customer satisfaction, shuttles, etc.

That said, it is necessary to return to the starting point, and ask yourself where you want to go, or what you want to get, but elaborately as developing a strategy whose result can change the outcome or product initially contemplated, generating more than estimated, or become unviable. Yes, all this is necessary to be able to admit failure, error, etc., because at least at first when we value the viability of the proposal will be assuming there is risk, success. This risk is not only technological but mainly is subjected to well-known risks in the Project Management and even better known in projects implementation of Continuous Improvement (Kaizen), Lean (Lean Manufacturing, Lean Office, etc.) and Lean Six Sigma, where are problems of relationship between people, the capacity of cultural evolution, the ability to leave prior to embrace new methods habits, communication, etc, which have more influence on the degree of success of a project.

Interesting article from Harvard Business Review, which says that 30% of business activities in the United States, can be automated, equivalent to 1.5 days of our workweek, well, of some already that entrepreneurs is continuous. Among the activities covered, the case of marketing managers still take time to make decisions on pricing, estimate costs, etc. is exposed, and yet find no time to develop new ideas, new strategies, etc.

Do you think any department manager or owner or partner of an SME would be ready for this? No, of course not, but we can let us advise, it's time of collaboration to develop a strategy defining the target to reach, and the paths to follow, and methods for process analysis and how to change them, moving them to "digital". Following this line we find that really, all that methodologies are already known and can be handled, remember the "added value" Lean Manufacturing projects, for example. We can not forget that today and tomorrow more, the customer who receives or takes a product, also wants to get information in advance, further information, and even ideas of what you can do with it and how it interacts with others, that is, wants information that in many cases will define its final satisfaction level. Connectivity equipment, not only wereables, but also industrial equipment, is what is known as IoT (Internet of things), which is an important part of what we call digitalization. Digitization is to move business intelligence (BI) to systems, and ideally on Internet connectivity, which can be cloud based that will bring much greater accessibility and development of applications and services, or stay web based. The collaborative approach moves away the niches, both at the process level and at the level of the company, and in this area SMEs need open and access external services that provide or facilitate new processes, as larger companies have many more resources, visions and even more diverse collaboration.

The future is connected and invites us to develop ideas, we also have technology and knowledge for process reengineering and to transfer them to digital media, we just need to build the business plan, but if it already exists, it is just to start. Given the wave of the picture a few chose to flee and get home, but others think to get into the water with a surfboard, or build a hotel opposite, etc, what would you do?

 

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Title short

Digitalize or disapear in certain time

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Digitalize or disapear in certain time

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Lean Six Sigma, success or failure can be chosen

Submitted Sun, 02/07/2016 - 20:13
Lean Six Sigma, success or failure can be chosen

 

We attend nowadays a strong following of the most successful companies; among those who have established and operate according to organizational systems LEAN or Lean Six Sigma (LSS). At present many companies of medium and large pose address this transformation. In this view should not disregard or silence the reality of the number of cases of failed implantation, which is about 35-40% environment, very high indeed. Why so many implementations fail LEAN or LSS?

Lean and LSS can be implemented in any sector, although it has been better known implantation in the manufacturing sector. These days there are many companies or departments "office" or "administrative" where they are implemented. The problems that both systems have to be successfully implemented are totally related to people, and especially with managers, steering committees of companies and their managers. This level of control of any company must necessarily be the first to be convinced that this transformation is needed and that this is the right route.

Transformation involves change and LEAN and LSS normally require major changes, changes in the management concept, which is not always easy to make and that often requires give and work for a long term. These changes involve changes in the philosophy of work, very often also reengineering of processes of different depth, etc. To be able to accept this change and embark on it, do not suffer, we must not set conditions on LEAN concepts and LSS , but at what conditions we mean? We refer especially to the management and decision making based on data, to the view of personnel as the great asset that is who can make the change, a desire to change, to making reasoned and logical decisions, the transfer of decision for precess improvement to workforce decisions, decentralization warehouse process by not collecting materials, and so many details levels. "This we have always done it", or "me I will say that, what I have to do things," ... all these are but signs and references that will help us identify who and where have more complications to change and evolve into LEAN and LSS, but do not forget that these comments come at any hierarchical level of a company. The positive side is that this problem can be seen by himself, there to discover only have to use all the knowledge of LEAN and LSS and my abilities to extend it.

All this, and more, explains why it is wise to hire outside consultants to help us to channel change, to manage the obstacles that we will, to know what decisions are sound change, and ultimately greatly increase the likelihood of successful transformation towards LEAN or LSS. Today there are big risks for companies that decide to take this path autonomously, with its own executives, department managers, etc, not realizing that knowing about LSS will not guarantee any success in the transformation, not know what the obstacles are, but success will be closer if you have experience, cases, and you are able to overcome those obstacles. The latter is key, and away from the controls of the company, since only by virtue of being, you will find almost insurmountable barriers, barriers that an external consultant will not have.

In this article we also refer to a recent case and extremely critical. For success is necessary for all employees (managers and employees) are able to work together and always maintain personal respect, adopt flexible schedules criteria for staff who can practice, etc. It is well known that the longstanding management criteria, where workers only obey and be silent as well as many other criteria have changed, and who is able not only to see but also to practice an attitude and a different management, it is not capable of leading such changes. We are witnessing today, in several cases in which there are companies, including multinationals, which remain at the forefront of business units or departments, people who have not been trained in the new management criteria and assessment of staff, or have not been able to make their own personal transformation, leading to its own staff constantly to demotivation. LEAN and LSS not only focus to train and take advantage of all officers, whether at any level, but also need these people evolve. Finally, always leads back LEAN thinking based on preventing shedding (waste), the mura (inconsistency) and muri (which is reasonable).

 

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Title short

Lean Six Sigma, success or failure

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Lean Six Sigma, success or failure can be chosen

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