Serving the Oil & Gas, Energy and Manufacturing Sectors

Some of your questions. 

01

What are your thoughts on... 'Quality'?

 

 

I see quality as something that has, or puts value into your product.

 

A little disappointed that it’s become a $30+billion industry in its own right, with commercialism often dictating what is and what is not ‘quality’.

 

Over the years, and while there are exceptions to every rule, I’ve seen a negative ‘us and them’ attitude develop between Production and QA/QC departments that has in every case had a negative effect on operations and moral. I put this down to a general reduction in skill levels, increased shop floor stress, and an inability to communicate well.

 

My stand on the issue has always been that we all have a job to do. As long as QA/QC inspectors interpret the standard accurately, and craftsmen and operators produce their products to that same standard, there should be no issue.

 

The problems arise when inspectors inject their own interpretations and belief’s and craftsmen and operators are unable to produce within set standards.

 

Receiving a quality product is the right and expectation of all customers. If we can’t give it to them with the resources we have, then it’s time to get different resources.

02

What are your thoughts on...  'Lean Manufacturing'?

 

 

In recent times, there’s no doubt that the term lean has become a cliché, with many people seeming to sell it as a new or modern day phenomena. It’s certainly a credit to modern day commercialism that it can re-package good management practice under a cool new name and sell a few hundred thousand books on the subject to boot.

 

But without doubt, any experienced manager still genuinely motivated and cognitively engaged in the process and function of management is more than aware of the need to maintain efficient metrics that provide best profit.

 

But regardless how it’s packaged, good management or lean remains a highly important aspect of business. But a word of caution... lean is not one size fits all initiative… there are actions and reactions, cause and consequence to all we do.

 

And while many describe lean as ‘more with less’, I personally see it more as balance. Get it wrong and you’re too heavy or too light… either way the result can be less than desired.

 

03

What are your thoughts on...  'Creativity'?

 

 

In recent times, there’s no doubt that the term lean has become a cliché, with many people seeming to sell it as a new or modern day phenomena. It’s certainly a credit to modern day commercialism that it can re-package good management practice under a cool new name and sell a few hundred thousand books on the subject to boot.

 

But without doubt, any experienced manager still genuinely motivated and cognitively engaged in the process and function of management is more than aware of the need to maintain efficient metrics that provide best profit.

 

But regardless how it’s packaged, good management or lean remains a highly important aspect of business. But a word of caution... lean is not one size fits all initiative… there are actions and reactions, cause and consequence to all we do.

 

And while many describe lean as ‘more with less’, I personally see it more as balance. Get it wrong and you’re too heavy or too light… either way the result can be less than desired.