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Lisa Riley reflects on Siemens Transform 2026 and explores why leadership, culture and purpose remain critical to successful AI adoption in manufacturing.
The Most Expensive Six Sigma Mistakes
Many manufacturers invest in Six Sigma with the right intentions, but often fall into some of the most expensive Six Sigma mistakes. After all, who wants to waste time training and implementing new tools and systems for the wrong reasons? Reducing defects, improving quality, lowering costs, chasing improvements… However, improvement isn’t decided based on good intentions. Many organisations still struggle with
Chasing Problems, Not Solving Them
In all manufacturing operations, teams are constantly reacting to issues, fixing defects, and trying to keep up-time as high as possible. Despite the efforts to eliminate them, the same problems can return. Waste creeps back in, delays reappear, and quality issues resurface. This is a common challenge in manufacturing, especially when the demand is so high, and the time we have
Why Onsite Delivery Makes Training Stick
Training plays a critical role in developing people, building capability, and supporting long‑term improvement. Most organisations recognise this and continue to invest time and resources into developing their teams. However, despite good intentions, no matter how good the training is, many leaders experience the same frustration with off-site training. Learning feels positive at the time, but its impact fades once people
What Happens After Training Matters Most
Training is often judged by what happens during it. Feedback surveys, quality of delivery, the tools and new knowledge learned, and how engaging the activities are. If people enjoyed it, learned something new, and left feeling positive, it’s easy to consider the training a success. But the reality is, what happens during the training is only part of the story. What happens afterwards
From Peer to Performance Leader
Note: Company and individual details have been anonymised to protect confidentiality. This case study shows how coaching in the Gemba helped frontline manufacturing leaders build confidence, clarity and consistency in everyday performance conversations. Delivered within a large UK manufacturing organisation operating in defence, aerospace and security, the intervention focused on developing team leaders who had been promoted from within their own teams.