Fear can paralyze; risk can be managed. The Delta variant of Covid-19 is spreading primarily among the unvaccinated. We are currently facing supply and demand uncertainties that have crippled many manufacturers, but it’s time to turn our eyes to managing specific risks.You know how to deal with many of the
Learning from Observation
CEOs, COOs, and consultants like myself do NOT know everything. We shouldnât pretend to, nor expect ourselves to. We do need to constantly focus on learning, thinking, and applying what makes sense.
We all too often overemphasize the differences and underestimate the similarities of our operations with that of others. Becoming skilled at recognizing which differences truly matter in a specific circumstance and which similarities allow us to learn the most is crucial to the effective leader of a manufacturing business.
Lazy leaders believe that copy/paste is a step forward, when it is doomed to fail. For example, failing to comprehend the thinking system behind its tools, many see a Toyota tool like kanban and try to copy/paste it into our own operations. Toyota developed, and continues to evolve kanban
Inconvenience and risk are present in our manufacturing businesses every day. Some should not prevent us from moving forward now; others represent to much potential risk â probability and/or severity â and require delay as we better understand and plan.
You likely do much of this in your head daily, but may not realize that all your employees do the same things. You are not likely aware of what assessment process each uses.
Worker accidents often emanates from failure to understand risk, or the belief that management would expect them to not let a little inconvenience keep them from moving forward.