post archives

 
Lean
November 27, 2012

Ask any CEO and they’ll tell you having a compelling corporate vision helps teams align and drives awareness and understanding of where the organization wants to be long-term.

So given the power of visioning in propelling companies forward, why do so many organizations not use this technique more broadly? We’ve done so at First West and found it can easily be applied to operational areas of the business, like process reengineering, for example. Because visioning can be...

 
Lean
October 16, 2012

If you’ve been following us, you’ll know that we embarked on a Lean journey in 2011. We’ve seen some pretty impressive results as we’ve adapted Lean methodology to our business.
Though Lean’s roots are in automotive manufacturing, its principles and methods apply to many industries, including service businesses. At First...

 
Lean
October 2, 2012

If you’ve been following us, you’ll know that we embarked on a Lean journey in 2011. We’ve seen some pretty impressive results as we’ve adapted Lean methodology to our business.

Though Lean’s roots are in automotive manufacturing, its principles and methods apply to many...

 
Lean
October 2, 2012

If you’ve been following us, you’ll know that we embarked on a Lean journey in 2011. We’ve seen some pretty impressive results as we’ve adapted Lean methodology to our business.

Though Lean’s roots are in automotive manufacturing, its principles and methods apply to many...

 
Lean
June 26, 2012

It takes courage to objectively reflect on performance—individually or corporately. Without honest reflection and feedback, creating a continuous improvement culture can be incredibly difficult. And while traditional feedback methods—like employee or customer surveys—have their strengths, they lack in timeliness. By the time periodic survey results land in your inbox, months have often passed—and with them, opportunities to make vital corrections in course.

...

 
Lean
June 12, 2012

For most executives, the decision to embrace Lean and advance it across their enterprise is a deliberate one. Whether Lean is brought in to relieve cost pressure, improve quality or help scale processes to deal with rapid growth, reasons for going Lean are compelling. Optimism, comfortable training budgets, ambitious improvement goals, and visible executive support define these early days.

Fast forward a year or two, and the patina may be showing signs of fading. Although having...