View our job posting for a Continuous Improvement Manager role with a rapidly growing company based in Buffalo! Apply below if interested.
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I had a chat with a Continuous Improvement Manager that has got a Bruce Springsteen song lodged in my napper for days now. I was given the person's details by a Maintenance Supervisor at the company who thought we could help them. After explaining what we do at SRCN, the chat ended with the person saying “I don’t want to waste your time. (Note : Never a good sign as an opening). To be completely honest it sounds like what you do is exactly what we need here but if I go to my boss saying we should bring you guys in she'd sack me. She'd say that's my job, even though it isn't." The person was a lean practitioner by background who understood that discipline but not work management processes. Sadly this isn't the first time I've had this experience (albeit this was the most candid.). Many continuous improvement professionals are specialists in the discipline of implementing improvement, not in the processes they’re trying to improve. As a result they almost always need disciple specific subject matter expertise to be able to improve the processes they are targeting. The problem comes when organisations don’t actually have that expertise, or the the expertise they do have only knows how their own company does things. This lack of expertise can often mean that the continuous improvement specialists have nothing to work with and, as we all know…<clears throat> 🎶 You can’t start a fire Can’t start a fire without a spark… 🎶
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I help business leaders and managers who feel tired, unmotivated, and empty to become fulfilled and regain their work-life balance by transforming their work and team dynamics.
How much elegance and likeability will influence how others perceive us? Our impact will depend on the way we communicate. Let me tell you a story. I used to work as a Quality Control Engineer in a production plant for detergents. I was also responsible for quality improvement projects. After realizing one of the most recurrent quality issues, I decided to work hard to fix it. When I finally did, I felt so proud that I called the Plant Manager to show him my achievement. All he said was “Good job”; then, he turned to the Process Manager and asked him why we needed to wait so long for a new hire to solve that long-lasting quality problem. The Process Manager was not so happy with how I communicated what I did. Eventually, I apologized for not being elegant. It was a great lesson about skills and elegance. We need competence to successfully perform a task. We need elegance to fit in and be liked by our environment, as we do not live in isolation. And we also need a culture where mistakes are forgiven because it’s learning what matters most. What are your thoughts on this?
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"Frustrated by ineffective recruitment? Struggling to find top executives? Boost growth with strategic hires aligned with your vision."
Imagine being at a crossroads with a hiring manager deciding who should run a manufacturing facility. He ardently insists on a specialist, someone who can navigate intricate operations, handle necessary preventative maintenance, understand safety protocol to the last detail, and has a keen knack for optimization. My reply? A slightly different perspective. What if you had a versatile team instead? Picture an astute analyst or system in place for those optimizations, a safety maestro for those minute details, and a production manager supervising from a wider lens. Visualize a manufacturing facility manager whose expertise isn't confined to one industry, but one who comprehends how to deploy the equipment for diverse sectors. An individual who skillfully extracts different applications from similar products. Someone who isn't just focused on the present but takes a future-forward approach with career development and succession planning poised to bolster the strategic growth plan. Can you see it? The synergy of a dynamic team, a diversified leader, a flourishing facility?
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Available from September - Information Technology Head- IT Operations Manager | PRINCE2 - Practitioner - considering IT security roles
For 25 years I have been involved in manufacturing. One question people have asked me in various companies. Why do I encourage my teams to go above and beyond to support the shopfloor, ops managers, sales, lab techs, R&D, HSE, finance, quality, marketing. Directors Etc.? Having worked for Nick Cowley, Emma Chapman, Susan Wassell and Ben Watson I can assure you the points raised below are factual. 5 clear points stand out. 1. Never say NO without exhausting all options. IT is an enabler and not a blocker. My good friend Federico Salazar Nicholls always reminds me. If you have thought about improving a process in your mind then ensure you try and use IT to make it happen. 2. Customer service should always be at the top of your agenda. 3. IT is a partnership you build with the business. 4. Without product being shipped you have no business so ensure your IT team is there to support the business. 5. Remember IT is not there to tell the business what to do but to advice the business on how it can help improve processes with the right tools. Thanks for reading.
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KPIs for Quality Managers: ▶ Amount of customers coming back instead of the products ▶ Preventing the big amount of defects, recalls and claims ▶ The amount of training everyone becoming better in their job role ▶ The amount of support for everyone with improving anything with guides, how to’s, procedures, work instructions, tools, techniques and programs ▶ Involving everyone with cross-functional projects ▶ The reduction of Rework and Variation ▶ Achieving faster process speed in any department This can be interesting for Quality Managers and professionals in manufacturing, logistics and warehousing. Share it with your colleagues.
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With more than 20 years’ experience in plant management, operations and quality management Marco brings with him a wealth of skills and experience - read our latest NEWS RELEASE in full here. #newsrelease #newsalert #GandP #qualitymanagement #qualitystandards #newappointment #businessdevelopment #Director
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New Post: Industrial Production Managers - https://lnkd.in/eqPeNRH4 Production Managers are professionals responsible for overseeing the manufacturing and production processes in various industries. They play a vital role in ensuring the efficient and cost-effective production of goods. In this comprehensive guide, we will explore various aspects of the Industrial Production Manager profession, including job titles, tasks, technology software, tools, occupational requirements, work…
Industrial Production Managers
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What is the Job of a Manager? A heart felt illustration, every Manager job is to make improvements and after identifying improvements put it into Action Plan. #managerjob #standardization #leanmanufacturing #leanthinking #continuousimprovement #sixsigma
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New Post: Industrial Production Managers - https://lnkd.in/eVjcx8Jz Production Managers are professionals responsible for overseeing the manufacturing and production processes in various industries. They play a vital role in ensuring the efficient and cost-effective production of goods. In this comprehensive guide, we will explore various aspects of the Industrial Production Manager profession, including job titles, tasks, technology software, tools, occupational requirements, work…
Industrial Production Managers
https://occupationtab.com
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Here's how you can overcome common challenges in automotive manufacturing as a project manager. As follows; 1) Supply Chain. Be the first to add your personal experience. 2) Process Optimization. Be the first to add your personal experience. 3) Quality Control. 4) Team Management. 5) Risk Management. 6) Innovation Adoption.
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