http://www.BurgeHughesWalsh.co.uk/ en-gb Mon, 21 May 2012 05:32:14 GMT http://www.BurgeHughesWalsh.co.uk/News/March-2012/Process-Improvement--Quick-Wins-vs-Mile-Deep-Thinking.aspx http://www.BurgeHughesWalsh.co.uk/News/March-2012/Process-Improvement--Quick-Wins-vs-Mile-Deep-Thinking.aspx Thu, 15 Mar 2012 10:22:33 GMT How can we take advantage of a ‘Quick Win’ solution without comprising the rigour of any root cause analysis methodology, such as Six Sigma DMAICT? IMAGINE you have been asked to fill a bath tub with water. You place the plug in its plughole, turn on the taps and, satisfied you have launched the task, you disappear into the kitchen for a cup of tea. However, on your return to the bathroom to inspect progress, you discover that there is no water in the bath tub! As you look into the tub you see that the plug has been displaced from the hole. What do you do? Do you pop the plug back in firmly? Or do you launch a six-month investigation before trying again? Clearly you would stick the plug back in, pausing to check that the water isn’t knocking it out again. The reason for the empty bathtub would appear to be obvious (although the reason for the plug’s displacement may require some investigation) and you would get on with it. If, however, you peered into the tub, saw that no water was collecting there despite the plug being in place and the water flowing freely, you would then probably rub your chin and ponder the reason for the water’s absence. That the tub is empty is plain to see –why it is empty is not evident and would require further investigation. Known problem . . .as yet unknown solution! A trite example perhaps, but the dilemma that often faces improvement project leaders is that of addressing what appears to be an obvious fix, when their training has counselled against acting on ‘gut feel’. The very name of ‘Quick Fix’ or ‘Quick Win’ seems to be derogatory of such impulsive action. Senior management too, are pressuring for results and yet the project leader knows he or she has to conduct a thorough analysis, following an extensive measure phase. So are ‘Quick Wins’ legitimate? If so, are there any guidelines for recognising when a solution fix might be implemented, even though the project is still in the measure or analyse phase?... For more thoughts on the matter, click below to read the full article. If you would like to discuss this topic further contact Stephen Walsh on 07775 794472 or e-mail swalsh@burgehugheswalsh.co.uk . http://www.BurgeHughesWalsh.co.uk/News/March-2012/When-you-are-the-best-how-do-you-get-even-better.aspx http://www.BurgeHughesWalsh.co.uk/News/March-2012/When-you-are-the-best-how-do-you-get-even-better.aspx Thu, 01 Mar 2012 10:04:58 GMT For that matter, why should you? You are already providing your clients with an excellent service and response. So why should you concern yourselves with looking at your capability? Three good reasons: 1. the workload increases annually 2. to be competitive, we need to eliminate unnecessary cost in our businesses constantly and improve our responsiveness 3. all of us should feel able to contribute to the continuing improvement of our processes BHW's Focus on Improvement Workshop will help you identify ‘lean’ ways of working using the ‘8Cs’ methodology. ‘Lean’ working means simply operating without fat – or waste. Waste occurs in everything and the trick is to recognise it and then change the operation to eliminate or reduce it. Waste shows itself as cost to the business, which means financial losses. It also steals time, which means less output, which in turn means customers having to wait. The purpose of the ‘Focus’ workshop is to impart understanding of lean principles and the BHW 8Cs improvement methodology to operations staff, so that everyone can apply these to their part of the process, thereby maintaining quality and reducing needless costs. This will enable the business to cope effectively with the volume of work. For further information on this workshop click on the link below or contact Stephen Walsh by telephone on +44 (0) 777 579 4472 or email swalsh@burgehugheswalsh.co.uk. http://www.BurgeHughesWalsh.co.uk/News/December-2011/Tony-Lane-the-latest-addition-to-the-team.aspx http://www.BurgeHughesWalsh.co.uk/News/December-2011/Tony-Lane-the-latest-addition-to-the-team.aspx Fri, 16 Dec 2011 11:53:13 GMT Burge Hughes Walsh are pleased to welcome new Consultant, Tony Lane, to the company. Tony has worked in process and product improvement for 34 years both at the cutting edge of technology and at an administrational level. For five years Tony worked in electronics research for a mass producer of roller bearings where his remit was to make machine tools work faster, better and more reliably. He also worked on the electronic detection of faulty parts through Fourier analysis of the noise signature of the parts during the manufacturing stage. In 1982 he joined Plessey research as a technologist working on GaAs (Gallium Arsenide) devices and, on gaining a BA Hons in physics, maths and electronics, became Principal Scientist then Chief Engineer. Whilst at Plessey, which later became GEC Marconi, he invented the world’s first GaAs Multifunction MMIC and was granted a number of patents on GaAs devices, MEMS (Micro Electro Mechanical Systems) and electronic packaging. He also received awards for “Individual Contribution” and “Products Under Development”. During this period he worked on projects with the UK, US, and European defence and space agencies and industries. He also presented numerous technical papers at national and international conferences. In 1999 Tony gained a post graduate certificate in engineering management through the Engineering Management Partnership (a partnership of major British Institutions including IEE, IMech, IOP, IChemE, ICE etc.). Tony completed six sigma green belt training and a six sigma project in 2001. He has also been trained extensively on management through the GEC Management College. In 2002 Tony became Manufacturing Systems manager for “Marconi Optical Systems” and also became a 6 Sigma master black belt. Whilst in this position Tony set up a custom Six Sigma training programme on a site of 400 people which led to total annual savings of £410,000, within 6 months of introduction, against a total spend of £65k (£50k training + £15k project costs) i.e. a 630% ROI in the first 6 months. Between 2002 and 2004 the 6 Sigma programme realised annual savings of £2.2M. During this period he also: • Initiated and facilitated the development of a bespoke DFx programme loosely based on the Lucas method. • Organised and implemented, training and facilitation of FMEAs and QFD. • Initiated and oversaw the development of a bespoke DFM method. • Liaised with universities on new business improvement methods, primarily WMG at Warwick University. • Trained people at all levels (operators to VPs) on White Belt, Green belt, Champions, DFSS, DFx and NPI. • Benchmarked against other businesses to adopt and adapt best practices. In 2002 Tony took on the role of global continuous improvement manager for Bookham where he was responsible for the creation, implementation and sustaining of a continuous improvement strategy and structure (of which Lean sigma was the main thrust) across 5 sites in England, USA, Switzerland and Canada. During this period Tony was also a member of a global team led by the CFO comprising of vice presidents and senior managers from the UK, Switzerland, Canada and the USA tasked with designing and implementing a global (NPI) New Product Introduction process aimed at streamlining the introduction of new products without compromising cost, quality, safety or reliability. Tony maintains a keen academic interest in product and system design and the improvement of design using tools such as TRIZ, Axiomatic Design, DFx etc. http://www.BurgeHughesWalsh.co.uk/News/September-2011/HOW-TO-PROGRESS-CHANGE-ACTIVITY-MORE-RAPIDLY-IN-YOUR-ORGANIZATION.aspx http://www.BurgeHughesWalsh.co.uk/News/September-2011/HOW-TO-PROGRESS-CHANGE-ACTIVITY-MORE-RAPIDLY-IN-YOUR-ORGANIZATION.aspx Thu, 08 Sep 2011 10:22:39 GMT Rapid Improvement Workshops have demonstrated how a short-duration, focused event can progress change activity more rapidly than the conventional approach of many (one-hour) meetings spread over several weeks. The advantages of this focused, rapid improvement workshop approach are: • participants are engaged in the change process and feel ‘in control’ • overall, the management of many diaries is much simplified (though an effort of commitment to block out two to five days is required by the core attendees) • decisions on actions can be made more rapidly, given the representative stakeholders are present • a greater ‘buy-in’ is achieved, as actions and resolutions are developed by the stakeholders • in addition to the core team, other stakeholders are consulted (before and during the workshop), better capturing the ‘voice of the customer’ • change is achieved very quickly and the benefits are soon realized The term Rapid Improvement Workshop is synonymous with Rapid Improvement Event and Kaizen Blitz. These terms are more normally attributed to workshops which focus on localized (often departmental) issues and processes, with a view to a resolution and execution within the timeframe of the workshop (three-five days). Nevertheless, the approach provides the same benefits as listed above, even when applied to larger or non-process issues. One key ingredient of success of these workshops is the provision of a facilitator, who will manage the process of the workshop in the preparation phase, during the event itself and in the follow-up phase. Whilst we provide expert facilitation, our preferred approach is to help develop in-house competence by transferring our skills to the organisation’s people. We have a very successful programme for training facilitators to handle a variety of improvement events. Burge Hughes Walsh has run many events in a variety of workplaces. Some examples include: • Shop floor manufacturing: kick-starting 5S; implementing quick changeovers; halving manufacturing lead-times • Councils: office process improvements; reviewing management of walk-in day care centres; working with children with disabilities; substance misuse workshop • Government office: improving communications between departments; process lead time reduction; service quality improvements http://www.BurgeHughesWalsh.co.uk/News/July-2011/Burge-Hughes-Walsh-Racing-Car-ready-to-roll.aspx http://www.BurgeHughesWalsh.co.uk/News/July-2011/Burge-Hughes-Walsh-Racing-Car-ready-to-roll.aspx Fri, 15 Jul 2011 10:25:55 GMT BHW have been sponsors of the Lancaster University Formula Student racing car for a number of years. This annual competition pits the best engineering universities in the world against each other in the design, build and racing of a single seat race car. This year's Lancaster design is now ready to do battle on the weekend of the 15th July at Silverstone. http://www.BurgeHughesWalsh.co.uk/News/June-2011/What-is-a-Systems-Thinker.aspx http://www.BurgeHughesWalsh.co.uk/News/June-2011/What-is-a-Systems-Thinker.aspx Tue, 28 Jun 2011 13:21:34 GMT Most human beings are not natural systems thinkers. The way in which our brain works as a consequence of having to survive packs of hunting animal’s millennia ago militates against systems thinking. Occasionally, individuals transcended this natural state of mind and they are able to perceive the world differently and make truly significant advances. One could include people such as Newton, Einstein, Keynes, Dirac and Darwin as natural systems thinkers. This does not mean that the rest of us cannot do ‘systems thinking’; just they were able to do it unconsciously while the rest of us have to consciously set out to ‘systems think’. We all have the potential to be systems thinkers but need guidance and also devices to help us. This guidance can come in the form of a procedure that, when faced with a specific situation (for example Lean and Six Sigma are application of Systems Thinking to the problem of waste removal and variation reduction respectively) provides a route map to the solution. However, for more general situations such prescriptive procedures are at best sub-optimal and at worst downright dangerous. The devices again come in many forms from the freeform rich pictures to the more prescriptive tools like input-output analysis. And again, their use while potentially powerful can also be foolhardy; a fool with a tool is still a fool, but a more dangerous fool! Given that most of us (99.99997%) are not natural systems thinker’s means we have to work at it; we have to practise and practise. The great thing about systems thinking is that it can be applied anywhere to anything and at anytime and therefore there is plenty of opportunity. Moreover, a great deal can be achieved with very little. An understanding of some of the key systems characteristics and principles together with some simple tools can help most of us apply systems thinking and reap the rewards it offers. http://www.BurgeHughesWalsh.co.uk/News/June-2011/ITS-OUR-BIRTHDAY-A-THANK-YOU-TO-OUR-CLIENTS.aspx http://www.BurgeHughesWalsh.co.uk/News/June-2011/ITS-OUR-BIRTHDAY-A-THANK-YOU-TO-OUR-CLIENTS.aspx Wed, 01 Jun 2011 09:18:15 GMT June 1st, 2011 marks the eleventh year of Burge Hughes Walsh' activity - and we are as lively as ever! We are proud to be active still and we are grateful to all our customers out there, who have supported us over the years. Thank you. Over the decade we have built some strong relationships in both the private and public sector with organisations as small as 50 people and as large as 100,000. Our portfolio has grown to encompass the domain of 'CSI' - Customer Satisfaction Improvement through a systems perspective of 'purpose' and through process improvement and through Lean, Six Sigma and empowering people to facilitate change. Please do take a moment to browse our website - take a look at the material on systems thinking and engineering; read the improvement case studies of work done with local authorities to embed continuous improvement. Once again, Thank you. http://www.BurgeHughesWalsh.co.uk/News/May-2011/How-Accreditation-of-Belts-gives-Business-Benefits.aspx http://www.BurgeHughesWalsh.co.uk/News/May-2011/How-Accreditation-of-Belts-gives-Business-Benefits.aspx Tue, 03 May 2011 14:02:45 GMT Why should you consider accrediting your improvement professionals formally through assessment and certification? A certificate recognising the competence of an individual as a Black or Green Belt, say, is more than just a plaque on the wall. The process of accreditation offers a number of very important benefits not only for the project leader (the Belt), but for the business and for its programme deployment..... Click on the link below for the full article... http://www.BurgeHughesWalsh.co.uk/News/May-2011/The-Managers-Role-in-Embedding-Continuous-Improvement.aspx http://www.BurgeHughesWalsh.co.uk/News/May-2011/The-Managers-Role-in-Embedding-Continuous-Improvement.aspx Tue, 03 May 2011 10:58:12 GMT EMBEDDED CONTINUOUS IMPROVEMENT IS A CULTURE The manager plays a very important role in ensuring that the culture of continuous improvement is embedded in the team. ‘Culture’ is witnessed as behaviours exhibited by the members of the group. The manager will directly influence these behaviours by his or her own behaviour (consciously or unconsciously) and managers must therefore consider themselves as role models from which others will take example..... Click on the link below for the full article. http://www.BurgeHughesWalsh.co.uk/News/February-2011/CUSTOMER-NETWORKING-MEETING-Using-Customer-Experience-to-Transform-Operations.aspx http://www.BurgeHughesWalsh.co.uk/News/February-2011/CUSTOMER-NETWORKING-MEETING-Using-Customer-Experience-to-Transform-Operations.aspx Fri, 25 Feb 2011 11:07:12 GMT The LATEST i&i event was held in March and fielded the question: how can organisations looking to achieve best-in-class performance design ‘delight’ into the entire customer experience? For more information on i&i and future events, please follow the link below. SYNOPSIS World-class organisations recognise the need to delight their customers, not merely satisfy them. Studies have shown that between 60 and 85 per cent of customers who switch firms would have been classified as satisfied (Ref: “The Customer Delight Principle” By Timothy L. Keiningham, Terry G. Vavra). Increasingly, successful companies are creating growth strategies based on market and customer intelligence where the processes in service or product delivery mechanisms are configured to keep customers loyal and happier for longer. They are looking beyond collecting customer information towards capturing customer insights. Understanding customer needs directly impacts successful product and service development and understanding their experience can give an organisation what it needs to design the best journey and service delivery. The challenge is often finding out what they really want and then using this to drive the change through the organisation, based on this knowledge. These principles are important for both customer retention new customer acquisitions. FOR MORE INFORMATION, FOLLOW THE LINK BELOW.