I was musing the other day about 'off the wall' inventions that might do good for the wrong reasons - or were designed to solve a problem that no-one knew existed. My starting point was some old news (2019) that a UK firm had designed a toilet that was specifically designed to be uncomfortable -

There has been much talk recently in the UK (before, during and even after, the election) about improving rail links to, and in, the north of England.  HS2 (the high speed link to London) might get all the publicity (and almost all of the money) but the government is also promising to invest in local rail

I saw recently that Mark Zuckerberg had had millions wiped off his ‘fortune’ by a small dip in Facebook’s stock value. Leaving aside the morality of the vast fortunes of these tech billionaires, I wonder whether  one can create a truly engaged workforce when the leader of the organisation ‘earns’ so much more than the

I was browsing the web recently when a headline “Offensive Productivity” caught my eye. It was an article relating to an American sports team and was bemoaning the performance of the attacking members if the team (the offence). Now, here in the UK, we don’t use productivity in relation to the performance of sports teams.

Politicians are binary creatures. They view important issuers as black and white,.  They are right and everyone else is wrong.  They rarely listen to conflicting views because they KNOW those holding contrary views cannot be right. Some business leaders act in a similar way.  They surround themselves with people of similar views or people who

Do we want to design processes that are ‘good’? Well, we first have to define ‘good’. I would suggest that ‘good’ processes are consistent processes. If a process is consistent, we can observe it, measure it and understand it. Then we can improve it, secure in the knowledge it will perform better - consistently. If

Sometimes, very small parts of a process can have a massive impact on overall performance. Take Formula 1 racing. Quite often, the winner is determined by when tyre changes are carried out .., or the speed at which they are carried out. Yet tyre changes probably account for less than 1% of elapsed time. So,

Many of us are about to celebrate the start of a new year. It is traditional to make resolutions or promises to oneself that should make us a better person in some way. Those of us who are committed to productivity or performance improvement should make a similar professional promise. For example if you travel

Six Sigma is based on consistency - on reducing variation so that processes run smoothly and consistently, to their specification. Most processes have some variation - due to inconsistency of raw materials, variations in machine or equipment performance, human inconsistency and error, variations in the environment and so on. We either have to stop such

What will a group of productivity experts do for you if you want to improve productivity. Well, the best you can expect is to gain wisdom about best current practice.  That’s the job of an expert - to disseminate the best of current knowledge. What the experts won ’t necessarily give you is innovation, new thinking