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Dans l’entreprise en mouvement (in motion™), les hommes et les femmes font la différence.

Construisez des leaders à tous les niveaux, avec des responsabilités qui varient en fonction de leur positionnement dans l’organisation.
Maitrisez et sculptez le parcours de vos managers, superviseurs, chefs d’équipe et collaborateurs. Faites fonctionner tout l’ensemble !


Highlights

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Développer la culture de résolution des problèmes

La moitié de tous les efforts de changement des organisations bute sur la difficulté de construire une culture de résolution de problèmes.

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Coaching des dirigeants

L’entreprise en mouvement – Lean Enterprise in motion™ Pour mettre l’entreprise en mouvement (Enterprise in motion™ ) il faut amener […]

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Idea Spread, Culture Change, and the Coaching Kata

#09 OE Newsletter

The questions companies bring to us today generally converge on one primary theme—culture change.
“We’ve been ‘doing lean’ for years, but it hasn’t really taken hold across the organization.”
“We have a few people who ‘get it’ but we can’t seem to replicate that enthusiasm in others.”
“We make improvements in an area during a kaizen event, but months later we find that we can’t sustain the gains.”

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#1 Livre blanc

Lean leadership

Les étapes pragmatiques de la mise en oeuvre du Lean. La plupart des problèmes rencontrés correspondent aux difficultés que la plupart d’entre nous connaissons déjà et auxquelles nous faisons face depuis plusieurs années…

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Suncor Energy Inc. testimonial

“Productivity is really good at NOT coming in and telling us how and what to do, but rather listening and […]

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Can you solve the same problem twice?

Recently I was working with a project team looking at machine data for a key piece of equipment.  The data showed the machine had several sporadic losses in that particular week.   To dig deeper into the data, we spoke to the operators and maintenance staff; one seasoned associate told us, “Oh, I know what caused that loss, we’ve had to fix that a few times.”

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Convincing the Unconvinced

This week I was reminded of some advice I received from a Japanese sensei early in my Lean career.  We were working together in an organization that had just embarked on the Lean journey. 

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