How Our MSc Benefits Warburtons
David Rimmer, Central Engineering Manager at Warburtons, was a delegate on one of the first cohorts of our Manufacturing Leadership MSc. A decade on, and he’s still benefitting from the knowledge, skills and experience he gained throughout the course.From real-world applications to an impressive array of people, here David explains exactly why the programme has been invaluable to his career. ApplicabilityIn
Relationship Between Culture & Continuous Improvement
When it comes to any type of improvement, a good culture is crucial. After all, your efforts won’t get you very far if your overall business environment isn’t right. Continuous improvement flourishes in a culture where people can openly discuss how they feel and share their thoughts when things don’t work out as planned.In this insightful piece, The Manufacturing Institute’s
Shingo: Overview of Organisational Excellence
For a business to be successful, it must never stop improving. Yet such continuous improvement is far from easy – in fact, 95% of lean implementations fail to sustain. This is something our Leadership and Enterprise Excellence Coach, George Donaldson, has experienced first hand. Here, he provides an overview of how the Shingo Model helps facilitate continuous improvement, as well as
How To Tackle The Problem Of Problem-Solving
Believe it or not, problem-solving is a problem in itself. Manufacturers have a habit of making it far more complex than it needs to be – and that’s why most have many problems, rather than just a few. But this doesn’t have to be the case. Problem-solving can be tackled head-on. Here, The Manufacturing Institute’s Business Consultant, Hugh Samson, shares his
Performance Management Traps To Avoid
Just 11% of UK employees feel engaged at work. This includes those currently working for businesses with dedicated performance management systems. So, what’s the issue? The most likely cause is that managers and leaders have fallen into one or two common performance management traps. In this article, The Manufacturing Institute’s Leadership and Enterprise Excellence Coach, George Donaldson, offers his expertise on
How To Transition From Complexity To Simplicity
‘Keep it simple’. ‘Less is more’. These phrases are often uttered in businesses, but it’s quite rare that they’re followed. In fact, reality shows we don’t value simplicity – instead, we appear to hold complexity in much higher regard. This is despite the fact that a 2019 Deloitte Insights survey revealed that 81% of leaders cited complexity as their biggest challenge