Concept, methods, tools
A study conducted by MIT and Capgemini found that companies with the highest level of maturity are 26% more successful than the average company in their industry. They have a 9% higher revenue per employee and a 12% higher valuation than the average.
Digital is a strong lever for competitiveness and performance.
It is therefore important for you to know if your digital maturity is sufficient to give you another competitive advantage and in which areas it needs to be improved.
The world is affected by Coronavirus and many employees have to stay at home and telework. The online meetings and conferencing business is an unintended beneficiary of Covid-19.
Many models of Lean Manufacturing coexist as we have seen in our article « 2, 5, 7 or 14 Lean principes ? » and each one has its own merits.
Design for Manufacturing (DFM) is a design method to reduce the complexity of manufacturing operations and the overall cost of production including the cost of raw materials.
Design for Assembly (DFA) is a design method to facilitate or reduce the assembly operations of parts or components of a product.
Financiers consider employees as expenses and not investments. Many managers prefer to invest in machines or IT systems rather than people.
But it's a mistake. A financial mistake. A managerial mistake.
At first glance, the answer to this question is extremely simple: an organisational performance evaluation consists of evaluating an organisation.
But the scope of the organisation is so vast (strategy, governance, functions, leadership, business processes, tools and information systems...), and the objective of the evaluation is so varied that no two diagnoses are the same.
In the modern business world, the importance of performing the right operational excellence assessment at exactly the right time in an organisation's life cannot be overstated enough. Oftentimes, these assessments come out of a need to obtain an in-depth, unbiased overview of a business' current capabilities. This usually comes about after managers identify certain operational issues that need to be addressed. Only by gaining the clearest possible picture of where you stand will you have a chance to identify what isn't working and, hopefully, what steps need to be taken to adequately correct those issues.
Context: as a manager, you want to improve your organisation and you wonder whether you should start by an assessment of the current state