Read the latest management thinking on forming structured and sustained business improvement.   Knowledge   Read the latest management thinking on forming structured and sustained business improvement. Getting started - Planning and commencing business improvement initiatives The board and executive set a strategy to improve business performance. The task is a big one. The potential benefits are significant, cooperation is required between several business units, you want to use the opportunity to develop your management team and give them new skills and, as always, internal resources are limited. Where do you start? Read More When the rubber hits the road - Instituting a culture of Continuous Improvement There is no set formula. Every organisation has its own issues to face. History, culture, industry, size, structure, location, maturity, skill base, as well as specific operational problems and opportunities. However, there are common issues that should be addressed - each organisation in its own way. Read More The way to Lean - Becoming and remaining a Lean business One of the fundamentals of Lean is to link what you do in your business to what your customers gain as a result. Generally that should tie in neatly with your broader strategic goal - whether that is to become an absolute specialist, increase sales and market share, increase the range of products or the frequency with which customers purchase from you, lower your production and operating costs, improve product and service quality, bring innovations to customers sooner. Read More Exploring options - Improving the quality of business decisions Decisions are frequently made on instinct, with only partial information, without full input from people who have the knowledge and experience to do so, under considerable time pressure and with little certainty about the ramifications. What does this cost your business? And what could you gain by doing things differently? Read More Looks straightforward - Converting strategies into sustainable business change Companies set about changing their operations with the laudable aim of creating a better and healthier organisation for shareholders, customers, employees and other stakeholders. Only a minority - around 30 per cent - succeed in bringing about the changes and results they initially sought. Based on our experience, this document outlines some of the ‘Dos and ‘Don’ts’ of converting ideas and strategies into successful and sustainable business change - how to succeed and what to be wary of. Read More Soft skills, hard dollars Coaching has been enthusiastically adopted in the business world, with an increasing number of people looking for personal support in the workplace. Managers and executives, in particular those in key roles, seek peers that can unlock their ability to work through complex business problems and to better achieve their goals. Read More     Home Privacy Terms & Conditions   © Copyright 2006 GPR Dehler Pty Ltd, All rights Reserved.