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What’s Your Problem?

Posted by Bernie Rushe on 08/12/2019

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The problem statement The Collins dictionary describes a problem as ‘a situation that is unsatisfactory and causes difficulties for people.’ The problem definition, or problem statement if you like, is the cornerstone of any process improvement project. The problem statement enables the team and stakeholders to understand WHY the team is addressing the problem, WHO is affected by it and the IMPLICATIONS are for the organisation and possibly its customers and suppliers. Above all, a well written problem statement emphasises the

Are you an effective project sponsor?

Posted by Bernie Rushe on 19/10/2019

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Why do projects need sponsoring? What are the do’s and do not’s of sponsoring? How can you be a bad sponsor? These are some of the questions that I regularly review with clients who are eager to see their lean six sigma project teams deliver successful results. Project sponsorship is a subject infrequently addressed in continuous improvement and project management literature. Many people believe that a good project leader, that is someone who is well

Lean Thinking – How enlightened are you?

Posted by Bernie Rushe on 12/09/2019

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Whether we are aware of it or not we live our lives, at work and at play, at different levels of consciousness. In the workplace, we graduate through 4 different levels of conscious lean management, at increasing levels of benefit to the organisation and its stakeholders, towards full lean enlightenment. Basic: The Lean Operations level The operational level is concerned with the physical development, building and delivering products and services to our customers. It involves

70 years of IDA Support – A Reflection on Ireland’s Global Trade Success

Posted by Bernie Rushe on 01/07/2019

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My mother, Mary Rushe, was born in 1927, the year in which the state-owned Electricity Supply Board (ESB) was established. A farmer’s daughter, she witnessed technical and economic upheaval such as rural electrification and the arrival of the motor car and farm mechanisation; bade farewell to many cousins who immigrated to the United States out of dire economic necessity; experienced rationing during the WWII years or ‘the emergency’; and left her post as a secondary

Is your organisation living Lean Values?

Posted by Bernie Rushe on 14/05/2019

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Category: Lean, Manufacturing
For many years now we have been supplied with a rich volume of literature, much of it originating in the United States, on lean practices and principles as exemplified by the Toyota organisation. From ‘Lean Thinking’ the seminal lean textbook published by Womack and Jones back in 1996, to ‘The Toyota Way’ published by Liker in 2004, there has been no shortage of literature to guide us along the lean path. The former gave us