Beautifull town of Görlitz, March 2003. 🌍 No worries, this is not a tourism Post, even through Görlitz is definitely worth one! As I reminisce about my journey from Canada to Germany in January 2002, I can't help but share a pivotal moment that still resonates today. In 2002, I seized the opportunity to introduce Lean Six Sigma to the German and Austrian Operations of Bombardier Transportation. Exciting times, right? Fast forward to a 5S Kaizen perfectly led by André Wendler in Görlitz, and we walk through the plant with the incredible Siegfried Deinege, the site GM. Siegfried, being his fantastic self, expressed satisfaction with the changes but raised a valid question: "When and how do I see improvements in my metrics?" 💡 This also echoed a common challenge we faced – struggling to pinpoint the right projects. Now, having transitioned to consulting recently, I've realised this challenge is still soooo prevalent today. Many COOs I talk to share similar sentiments: "I love Lean, but I do not see my KPIs continuously improving?" "We have ongoing improvements, but the impact isn't as visible as we'd like." Fast forward 20 years, and I'm crystal clear on this situation. Yes, I do understand very fast 😊 Next week, let's delve into how we can easily get back on track. 🚀 Best regards,
Went to Görlitz again this year with the family after a 10 year break. Still as beautiful, Hervé!
Goerlitz is my hometown and I like being here ❤️
Pas le 5S... mais en 1er le ... Goulot. Go Go Go!
Leader / CRO / Interim Executive / Project Management / Railway Expert
11moIt is a good summary Herve. What you’ve described is a clear disconnect between actions/ initiatives are followed and the KPIs measured or results expected. I remember our motto… - What gets measured gets done - Some of the improvement initiatives have an direct impact on the bottom line. But the key is how to measure performance which is not always linked to short term financial indicators.