At your service – solving customer problems through service design

Service PR 22.8.2016

August 22, 2016 by Piia Rahikka

Why are there so many customers who are dissatisfied with their service experience on the market? Instead of seeking guidance from customers during the design phase, service providers often focus internally on developing their ideas, which limits the chance of success.

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A wisely used lean toolbox paves the way for a successful lean transformation

Lean tool AT

August 18, 2016 by Antti Turpeinen

Many organizations struggle to implement Lean and to use the Lean toolbox in the way that best suits their unique situation. Avoiding common pitfalls in Lean transformations saves money, time and nerves.

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Manufacturing footprint strategy is a critical, high-complexity project – but it can be well planned

Footprint world BW

August 15, 2016 by Berndt Wickholm

Organizations need to update their manufacturing footprint, whether to keep up with demand, or optimize costs. In many cases companies fail to make enough effort to address the details and thus the new manufacturing footprint may not bring the expected benefits.

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Do you have the right priorities in your S&OP execution?

SOP balance

April 20, 2016 by Berndt Wickholm

Many S&OP development and improvement projects nosedive during the execution phase. But, by keeping an eye on a few key issues, it’s possible to significantly enhance both execution and long-term commitment within the organization. Companies should focus more on people and on getting commitment between functions, rather than just on systems and tools.

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Lean 5S will surprise, with a business impact beyond order and cleanliness

5S blog

April 14, 2016 by Antti Turpeinen

Many companies start a Lean 5S project to get their working environment better organized, safer and cleaner. The payback is rarely considered carefully, because order and cleanliness are counted as mandatory operational fundamentals. Secondly, the project is often viewed as an essential first step in a larger Lean transformation. Therefore many managers are surprised by 5S’s significant business impact.

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Dive deep into inefficiency root causes through a DILO study


by Klas Holmberg

Finding sources of inefficiencies can be hard, but getting rid of the recognized sources is even harder. Without being able to eliminate the root causes of inefficiencies, the problem will remain. In order to tackle this, the Lean tool “Day In the Life Of” (DILO) can provide a solution. Using this pragmatic approach you will gain an understanding of the problems at the grass roots level and how they could be solved in practice.

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Key Account Management extends beyond sales

Super KAM

February 12, 2016 by Bozorg Amiri

Many companies have implemented the Key Account Management (KAM) concept in order to serve their clients better. However, many KAM implementations have failed because the organization has not fully understood the profound change in mindset and way of working required in the organization.

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Bringing clarity to strategy implementation through a PMO


January 26, 2016 by Saana Mäkijärvi

Clarity of objectives, responsibilities, and guidelines should be self-evident in any business activity. Yet, an incredible amount of time and resources is wasted in organizations because clarity is lacking. Being pressed for time is often the excuse, but let’s face it: the faster everybody runs without clarity on where to go, the more time is wasted. Escaping this vicious circle requires organizations to make determined efforts to improve their ability to implement strategic initiatives. A PMO can help significantly.

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Goal Translation is the silver bullet to executing your strategy


January 8, 2016 by Ville Huovinen

Although many companies spend a significant amount of time developing their strategies and budgets, they often fail to spend sufficient time defining meaningful goals and measuring the goals on an ongoing basis. Goals are the bridges that connect business strategy to successful results. Those organizations where the employees fully understand and carry out their roles and potential in relation to the business strategy are unstoppable.

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Capturing indirect savings is a headache for senior management

sourcing magic

November 1, 2015 by Berndt Wickholm

Senior management don’t commit when sourcing’s value proposition is poorly defined, lacks transparency and sourcing targets are unclear. Key is to communicate clear goals, means, the methodology, stakeholder requirements and required resourcing in order to reach target savings.

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