Dudley Child

There is an old cliché where failure to prepare is to prepare for failure. Facing your first assessment centre can be a daunting challenge and like many other candidates, you will be unsure what to expect. Preparation is one key that could lead to success.

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Organisations are realising that to implement Lean manufacturing principles across the board and sustain it for the future that behaviour and engagement of all employees needs to be addressed thoroughly and is a gradual process. Indeed this “below the water” element of the Lean iceberg is now becoming the most focused area of attention for senior level management, as CEO of Cogent Power, Marcel, stated that “to achieve waste elimination and continuous improvement, the organisation as a whole needs to have the attitude, the culture and capabilities at all levels to achieve continuous improvement and sustain itself for the future.”

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Recruiting managers often utilise the services of an Executive Recruitment company when they have had issues in finding or attracting individuals to fit a certain position. Responses to adverts may have been low, their own network may not stretch far enough or the people they have might not just live up to expectations

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Originating from the Japanese word for Visual and Card, Kanban systems were first introduced and brought into the limelight by Toyota as early as the 1950’s. TPS – Toyota Production System implemented Kanban systems into their storage and transport containers and was simply a card which identified part numbers and capacity to each container being transported. Kanban systems use visual aids to indicate when a process on the production line has been completed or needs more materials / time spent on it. Pull production systems is based on customer demands and getting this right means a company is on the path to becoming LEAN.

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It has become evident that many companies who have implemented LEAN manufacturing principles across the board are failing, and failing miserably at that. Organisations are too quick out of the blocks and concentrate on implementing the lean tools without first understanding the real purpose behind it. There are an abundance of pitfalls on the way but getting the right leadership teams in place is one of the fundamental elements which is more often than not overlooked. Organisations need to get the right leadership in place in order for a successful LEAN journey to blossom.

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The general perception of an executive recruit consultant is that for a given assignment they would directly approach suitable individuals that they feel would be suitable for the opportunity they are representing.

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Sweet manufacturer Haribo plans to open a new factory and distribution facility in Leeds, West Yorkshire in 2013

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Yorkshire based metal manufacturer Firth Rixson have landed a deal worth $300m to supply aerospace systems provider Honeywell.The deal includes support from various Honeywell sites and Firth Rixson sites in both US and Europe including Yorkshires Sheffield site.

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LEAN is a process of “getting the right things, to the right place, at the right time, in the right quality whilst minimising waste.” Lean manufacturing principles/ tools include 5’S, JIT (just in time), Kaizen, Kanban, and Value Stream Mapping. These visual tools are all good but the question would be whether 6 months down the line can organisations sustain their strategy and leadership?

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It wasn’t long ago that an MBA was seen as a prestigious qualification, obtained only by the brightest business men and women.

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