Lean Management
Shaping the future
In the past months the primary focus of almost every company has been cost savings. These trigger initiatives designed to overcome the crisis and strengthen a business for the future
The need for such sudden savings and instant action are 90 per cent homemade. The root causes of inefficiencies are often bad leadership and process management that has been in place for the last years, sometimes even decades. When financial pressures are relaxed, management tends to forget about human resources and process improvements; they rarely give feedback on good or bad performance and their own processes are seldom crosschecked. As a result an “administer the present “ mentality takes hold within the business rather than a “striving for the better” culture. In an industry where the human factor
represents some 50 per cent of the total cost, this is grossly negligent behaviour. Only the fight for survival caused by financial pressure seems to suddenly reanimate interest in improvement and savings. For some months now we have seen an
upswing in the economic situation and this is a critical moment for any company’s future. What decisions will they make now? Harvest profit for bad times or invest in systems and people to be
48
www.onboardhospitality.com
sure they are fit for the next crisis? The answer is actually clear. Now is the time to shape the company’s future. Building a lean and flexible organisation takes time and costs some money but it pays off in terms of quality efficiencies and the ability to respond faster to crisis situations. Ad hoc crisis actions rather than continuous
improvement is anything but lean. Lean management starts with the people and involves them in making the savings and shaping the activities. Only the involvement of the shop floor workers, the specialists in their respective processes, will bring sustainable results. Involve all levels and job functions in the change and you create a positive atmosphere for change; sound foundations for long-lasting results. Even though people must be involved, the
main reason is the improvement regarding financials, quality and on-time delivery. Show the results change brings to the finances, product quality and on time delivery by tracking and it will motivate your people, impress your customers and create trust within the workforce. These actions will shape the company and create a truly lean culture.
Jörn Niewiadomsky Growtth Consultancy Europe
Jörn Niewiadomsky studied Hotel Administration at the International Management School in The Hague, Holland and subsequently Lean Manufacturing and Process Optimisation at the renowned MIT Institute, Boston, USA. He has more than 10 years of international experience in airline catering and has spearheaded local and global Lean and Restructuring initiatives in several industries. Since 2007 he has been responsible for airline catering and service solutions with the management consultancy Growtth® Consulting Europe. Tel: +49 8151/9093-0 email:
consult@growtth.com Growtth® Consulting Europe GmbH
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52