Digital Lean Management

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Operations Management September 2017

Digital Lean Management

Unlock potential and achieve next performance levels

Successful companies have achieved outstanding performances by incorporating Lean Management at the center of their corporate transformations. At the same time, the potential of digital technologies to transform performance has become widely recognized. [...]

Executive Roundtable: Future of Operations

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Operations Management April 2017

Executive Roundtable: Future of Operations

Exploiting the potential of new technology and Industry 4.0

The nature of operations has been changing constantly in past decades, and is still changing now, with more speed than ever. The evolvement of Industry 4.0 and the high scale availability of new technologies such as augmented reality devices and blockchain payments is triggering the accelerated change in industrial value chains. [...]

E-Learning – A tool for successful change

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Manufacturing, Operations Management November 2016

E-Learning – A tool for successful change

How to leverage e-learning for knowledge sharing in the manufacturing industry

Today's global trends, such as high speed of innovation and technological change, require manufacturing companies to be agile and quickly implement sustainable changes to survive. To do so, companies need to continuously train employees to ensure they possess the right skills and know-how. [...]

Procurement 4.0 in the digital world

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Operations Management September 2016

Procurement 4.0 in the digital world

Transforming procurement into an agile, linked innovation leader and catalyst

The world is changing: decreasing levels of in-house value-add and increasing speed of market and technological changes require procurement to transform into an agile, linked innovation leader and real-time, integrated supply-chain manager. [...]

Outsourcing model redesign

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Manufacturing, Operations Management May 2016

Outsourcing model redesign

Unleash latent improvement potential by taking a fresh look at established partnerships

Outsourcing has been widely implemented in all industries. While some of these partnerships have failed miserably, others were perceived as successful. The aspired advantages, such as cost savings, flexibility and access to innovation, have often turned into dependency and inability to get the full value of the relationship. Taking a fresh look can provide the opportunity to transform the operational as well as the contractual set-up and to radically increase the value. [...]

Aviation MROs

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Manufacturing, Operations Management February 2016

Aviation MROs

Delivering long-term value in a transformed aftermarket

As the Maintenance, Repair and Overhaul (MRO) landscape is disrupted by the emergence of new technologies and the growing presence of Original Equipment Manufacturers (OEMs) in the aftermarket, we examine these challenges and propose a framework by which the MRO service providers can continue to deliver value. [...]

Future of Operations in the digital world

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Operations Management February 2016

Future of Operations in the digital world

Industry 4.0: CEOs’ master plan for driving the race in performance excellence

Industry 4.0 and the related new technologies, such as the “Internet of Things”, “cyber-physical systems” and “additive manufacturing”, will drive radical performance improvements in terms of cost and customer excitement. CxOs in all industries are currently defining their ways to explore and exploit the benefits. The bad news is that the variety of technologies and limited number of industrialized examples make it hard to understand the complexity of the topic. [...]

How to start off with "Industry 4.0" now!

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Operations Management October 2015

How to start off with "Industry 4.0" now!

How can companies manage the complexity of the host of topics around “Industry 4.0”? And how is it possible to gain financially measurable results?

"Industry 4.0" is currently on everyone’s lips. Which topics are just hyped? Which technologies have real value for the operations of your company? How, where and when should you implement them to gain profits in the short and long terms? Although the complexity of the questions is high, it is not advisable to wait. Pioneers can gain significant competitive advantage in the short term by following the right approach. [...]

Maximize value from quality-testing operations:

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Operations Management October 2015

Maximize value from quality-testing operations:

Is your lab “market ready”?

Quality testing in F&B is business critical to ensure consistent good end-product quality and protect the corporate brand. However, despite significant budgets spent, there is often limited clarity and transparency about the incurred costs and operational performance of their testing laboratories. Typically, over 90% of routine testing lead times are “non-value adding” and up to 20% of the staff in quality-testing laboratories could be smartly reallocated by redefining the organizational setup, refocusing activities and redefining key processes. In order to turn this untapped potential into sustainable results, business executives can address the predominantly technical environment of quality-testing operations from a business perspective. The best way to start making this happen is to shift the focus externally, towards the lab’s clients and their needs. [...]

Managing Global Production Networks

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Operations Management June 2015

Managing Global Production Networks

Study Results June 2015

Global megatrends create transformation pressure  on the manufacturing industry and their global production networks. Our recent study on “Managing global production networks” analyzed how companies are achieving high performing  production networks e.g. by managing network goals, network structure and network coordination. It became obvious that  today’s global competition requires companies to strengthen network capabilities vs. a site capabilities and are able to constantly evolve the network design to respond to the dynamic market in an agile way. Key discipline is the strategic management  of the network with a holistic optimization of the entire network. There is a clear requirement of a higher degree of centralization and standardization whilst meeting local requirements at the same time. High performing companies have established a regular knowledge transfer between the plants and a regular KPI-based performance measurement of the entire network. [...]

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