Nobody likes maintenance, except those who make a living from it. Car servicing and repairs not only cost you money—while your wheels are in the garage, your mobility and convenience take a hit, too. There’s just one thing worse than maintaining your assets. Not maintaining them.
Every dollar of the material prosperity we enjoy can find its roots in the industrial revolution and our ability to produce more for less. We came off the farms to work in the factories and delivered unprecedented growth in wealth for our toil.
Think of your life as a project. You’re born, get educated, go to work, typically start a family and want to make a difference before you hop the twig. But what difference can you make with your remarkably fleeting biblical allotment of three score and ten years? What motives sit beneath the activities you manifest
‘Productivity isn’t everything,’ wrote economist Paul Krugman, ‘but, in the long run, it is almost everything. A country’s ability to improve its standard of living over time depends almost entirely on its ability to raise its output per worker.’ Productivity is simply a ratio of outputs to inputs. We would all like to learn how
Recently, I wrote about Asset Constraint Management and the capabilities required to achieve remarkable results. None of that will amount to much if you don’t encourage a systems thinking mindset with behaviours to match. Systems thinking is at the heart of what we do, encapsulated in our mantra: ‘know the whole, focus on the constraint’.
In my article Competing by Managing Asset Bottlenecks, I unpacked our value statement: ‘We help ambitious executives in industrial environments systemically improve productivity’. This article looks at four levers that fulfil this promise to make Asset Constraint Management yield its full potential. First, let’s see why it’s so essential to get the most from your