Sunday, 29 December 2013

Asset and Plant Optimisation Services


In times of growing cost pressure, investment decisions are more and more dependent on the total costs during the entire lifecycle of a plant or machine. Plant operators face the problem of guaranteeing maximum productivity with the lowest possible maintenance costs. Industrial plants and factories with optimized work routines and processes not only produce more: They also spend less on operating resources, energy and maintenance.


My approach is to combine the expertise of reliability professionals, engineering talents and software experts with high end industrial products and IT technologies to maximize the benefit on the industrial shop floor and its mission critical equipment.

Plant Lifetime extension portfolio

  • Monitoring of critical machines:
    The availability of the entire plant can be improved by monitoring critical components like motors and gears. Additionally to individual components, the production process is also evaluated by compressing and analyzing the collected data. An alarm is triggered in the event of changes to important parameters or imminent failure of a component. Analysis of the plant data also allows the planning and coordination of preventive maintenance measures.
  • Discrete manufacturing monitor:
    An important objective of the discrete manufacturing monitor is to reduce machine downtimes. By assessing the condition of machines and plants, it is possible to detect trends early on, and measures can be planned and implemented in good time. Siemens can provide a comprehensive platform solution for all functions, from collecting and aggregating data through preliminary analysis and trending to the actual visualization.
  • Monitoring of infrastructure:
    The network is the central nervous system of the automation system. Therefore it is especially important to monitor the bus end-to-end - vertically and horizontally - from installation throughout the productive phase. This includes recording the network and device status, any changes that occur, and overloading. Alarms and incidents can be forwarded to higher-level systems. In addition, the services also offer the option of validating field bus systems, verification during acceptance, and maintenance of the bus systems.
  • Monitoring of processes, mathematical analytics:
    Operators of industrial plants need to comply with a constant stream of new and increasingly stringent immersion control guidelines. Siemens services assist them in checking and calibrating the used precision measuring equipment. The measurement and analysis methods are employed, for example, to monitor leaks and optimize the energy balance. The services can be used as a process monitoring tool in a wide range of applications. For example, monitoring cranes to find the most advantageous gripping and positioning of containers when loading and unloading ships.
  • Shop floor industrial security:
    Implementing and maintaining a secure plant infrastructure also helps the customers to increase the reliability of their production operation. The risk of an attack is reduced by, e.g., hardening the automation components. In the case of remote access, secure connections with powerful encryption, VPN, and firewalls protect the IT of the plant.


Gateway to Process Improvement works in collaboration with other companies which provides a wide range of solutions for process and factory automation. Focusing on relevant components brings clear advantages for the plant operator:
  • Increased plant availability and productivity
  • Reduced risk of failure and subsequent costs
  • Optimized spare–part management
  • In time information about condition–related maintenance measures
  • More effective planning of resources
  • The customers can concentrate on their core business

What is Customer Experience?

Customer experience is the set of perceptions a customer has with a supplier of services or products throughout that customer’s experiences of buying and using what that supplier sells. Positive customer experiences result in customer behaviors that enable businesses to attract more, retain more, sell more, sell for more, and do more.

Customer experience is often categorized in three dimensions: retention, efficiency, and acquisition. Let’s consider what your company does to provide customer service in those three dimensions:

Retention. Establish trust while building lasting customer relationships through positive service and sales interactions.

Efficiency. Eliminate waste and add maximum value for efforts performed while serving needs in the most cost-effective manner.

Acquisition. Deliver experiences that leverage your customers in growing your business, improving revenue, and adding customers—while selling more products and services to current customers. 

Saturday, 23 November 2013

Process FMEA in Software Projects

Specific Benefits of FMEA

FMEA looks simple, but it is an extremely powerful tool when applied in letter and spirit. It helps the team assess stakeholder issues and concerns, identifying and creating a strategy for those that should be moved to a higher level of support.
Specifically, FMEA:
  • Captures the collective knowledge of a team.
  • Improves the quality, reliability and safety of the process/product.
  • Is a structured process for identifying areas of concern.
  • Documents and tracks risk reduction activities.
  • Helps the team create proactive action plans and thus improve process robustness.


Is FMEA Really Needed for Software Projects?

Some software project managers argue that they do not really need a separate FMEA tool. Risk analysis and mitigation should be a part of the manager’s normal project management job, they say. The point is: If an organization is looking for better results in risk mitigation and improved processes, it needs to use a better tool or technique, such as FMEA. Unless a FMEA is done, improvement activities are likely to remain unclear and unfocused, and may not even get implemented in the pressure of meeting schedules and deadlines. In addition, since FMEA action items are generated by the project team through collective brainstorming, rather than an individual, the buy-in of the actions is much higher, and thus the project manager faces minimum resistance in implementing them. In short, the benefits a software project team will gain from this powerful technique are well worth the time invested in applying it.

Sunday, 20 October 2013

5 Weird ways to make you successful

Thing is, during anyone’s career, sometimes it gets weird—and getting weird can .......................

(Warning: these practices may work for some people, but we take no responsibility for the strangeness that may cause in your life. Although, as a lifelong advocate of eccentricity, I encourage you to try them on.)

Argue:

to steel your team’s beliefs. “In business you can’t turn over the reins to someone who doesn’t know how to defend their own ideas and plans,” Like an ancient Sophist, you should argue with your colleagues about what they are thinking and doing. Debate forces them to articulate their own motivations and assumptions and do the same for you.

Confront:

You need to be ready to call someone out. If somebody is bullshitting you, tell them. They need to hear it. Being endlessly deferential is a shortcut: instead of doing the hard work of advocating truth, you take the “easy” route of suffocating in passivity. And remember: you can train yourself to communicate better.

Be ruthless:

It’s healthy to have high standards. Mastery is uncompromising. As a Production Director once told me, you have to be willing to be great, which requires ruthlessness.

Seek out rejection:

Some people go their entire lives having never thrown or taken a punch. It’s just a punch. Some people live their lives afraid of rejection. Getting told “no” isn’t the end of everything you hold dear. Neither is being left out. In fact, it’s healthy.

Isolate yourself:

Yes, we know that you’re incredibly popular and hip and you never eat alone and you can work any room. That’s great. But if you ever want to grow internally rather than court external validation, you need to get away from all the people. Reflect. Care for your inner introvert.

Strategy

The Strategy Book

These are just and handful of the highlights from my reading. You could view these as…

11 PRINCIPLES FOR A STRONGER STRATEGY

  1. Get perspective before you plan. “If you start the planning before thinking, you can end up with the wrong solution to the right problem. Or perhaps the right solution to the wrong problem.”
  2. Strategy isn’t just about planning. “Successful organizations try to have a healthy balance between thinking, planning and doing.”
  3. You’ll certainly experience uncertainty. “You can’t wait for uncertainty to disappear but you can choose to create certainty of purpose and direction.”
  4. Don’t wait for perfect. “The important thing is to be able to clarify the situation so that the best (not perfect) decision can be made.”
  5. It’s dangerous to focus only on getter better at what you currently do. “Getting the day-to-day work done may turn out to be a lot less important to you and your company [or church] than it seems today. There may be dangers in the bigger picture that will make what you are doing a waste of time.”
  6. Strategy is a continuous process, not a one-time event. “Strategy isn’t something you do once and then follow forever. If you want to grow you’re going to need to keep looking at your strategy to see if still fits. And event if it fits you’ll need to figure out new actions that keep the strategy working as you grow.”
  7. Some disunity is good. “You need just enough disunity for progress — too much unity and there are no new ideas, no criticism and no improvement; too much disunity and there is never any action because people can’t agree for long enough to get anything done.”
  8. Yesterday’s solutions could create tomorrow’s problems. “It is easy to assume that whatever you did to solve the last growth problem will be the answer to solving the next growth problem. The reverse is often true. For example, the challenges of growth require structure and process, but the challenges of structure require creativity and autonomy.”
  9. Strategy should involve all teams and functions. “Ideally, the strategy process should engage the hearts and minds of the whole company continually throughout the year.”
  10. Invest in outside facilitation. “Consider investing in expert facilitation. It’s worth paying for people who know what they are doing. This is the future of the business [or church] and so should be valuable.” // Amen!
  11. Strategy is pointless without action. “You need to be able to translate your strategy into actions, tasks and projects.”

 I recently finished reading The Strategy Book by Max McKeown. Max is an author, consultant and speaker. He has an MBA and a PhD from the Warwick Business School

Saturday, 19 October 2013

Oracle AIM

The Oracle Application Implementation Methodology (AIM) is a proven approach for implementation of Oracle Applications across business domains. This approach has been developed by oracle in constant collaboration within its partner network.
According to Oracle "AIM provides the tools needed to effectively and efficiently plan, conduct, and control project steps to successfully implement new business systems."
The AIM is delivered in the form of a software bundle that packages the various document templates, which have been identified as deliverables under the AIM approach. These are in the form of easily editable Microsoft documents like word, excel and map documents.
The Software is currently available only to Oracle Partners through the Oracle Partner Network (OPN). The software installation itself is quite simple and gets running within a few clicks.
The A.I.M. methodology can actually be used for any type IT software implementations however the value of A.I.M is within the documentation template. The software includes the documentation templates, manuals and an html website to manage these templates.

Deliverables of AIM are as follows:
Business Process Architecture (BP)
BP.010 Define Business and Process Strategy
BP.020 Catalog and Analyze Potential Changes
BP.030 Determine Data Gathering Requirements
BP.040 Develop Current Process Model
BP.050 Review Leading Practices
BP.060 Develop High-Level Process Vision
BP.070 Develop High-Level Process Design
BP.080 Develop Future Process Model
BP.090 Document Business Procedure

Business Requirements Definition (RD)
RD.010 Identify Current Financial and Operating Structure
RD.020 Conduct Current Business Baseline
RD.030 Establish Process and Mapping Summary
RD.040 Gather Business Volumes and Metrics
RD.050 Gather Business Requirements
RD.060 Determine Audit and Control Requirements
RD.070 Identify Business Availability Requirements
RD.080 Identify Reporting and Information Access Requirements

Business Requirements Mapping (BR)
BR.010 Analyze High-Level Gaps
BR.020 Prepare mapping environment
BR.030 Map Business requirements
BR.040 Map Business Data
BR.050 Conduct Integration Fit Analysis
BR.060 Create Information Model
BR.070 Create Reporting Fit Analysis
BR.080 Test Business Solutions
BR.090 Confirm Integrated Business Solutions
BR.100 Define Applications Setup
BR.110 Define security Profiles

Application and Technical Architecture (TA)
TA.010 Define Architecture Requirements and Strategy
TA.020 Identify Current Technical Architecture
TA.030 Develop Preliminary Conceptual Architecture
TA.040 Define Application Architecture
TA.050 Define System Availability Strategy
TA.060 Define Reporting and Information Access Strategy
TA.070 Revise Conceptual Architecture
TA.080 Define Application Security Architecture
TA.090 Define Application and Database Server Architecture
TA.100 Define and Propose Architecture Subsystems
TA.110 Define System Capacity Plan
TA.120 Define Platform and Network Architecture
TA.130 Define Application Deployment Plan
TA.140 Assess Performance Risks
TA.150 Define System Management Procedures

Module Design and Build (MD)
MD.010 Define Application Extension Strategy
MD.020 Define and estimate application extensions
MD.030 Define design standards
MD.040 Define Build Standards
MD.050 Create Application extensions functional design
MD.060 Design Database extensions
MD.070 Create Application extensions technical design
MD.080 Review functional and Technical designs
MD.090 Prepare Development environment
MD.100 Create Database extensions
MD.110 Create Application extension modules
MD.120 Create Installation routines

Data Conversion (CV)
CV.010 Define data conversion requirements and strategy
CV.020 Define Conversion standards
CV.030 Prepare conversion environment
CV.040 Perform conversion data mapping
CV.050 Define manual conversion procedures
CV.060 Design conversion programs
CV.070 Prepare conversion test plans
CV.080 Develop conversion programs
CV.090 Perform conversion unit tests
CV.100 Perform conversion business objects
CV.110 Perform conversion validation tests
CV.120 Install conversion programs
CV.130 Convert and verify data

Documentation (DO)
DO.010 Define documentation requirements and strategy
DO.020 Define Documentation standards and procedures
DO.030 Prepare glossary
DO.040 Prepare documentation environment
DO.050 Produce documentation prototypes and templates
DO.060 Publish user reference manual
DO.070 Publish user guide
DO.080 Publish technical reference manual
DO.090 Publish system management guide

Business System Testing (TE)
TE.010 Define testing requirements and strategy
TE.020 Develop unit test script
TE.030 Develop link test script
TE.040 Develop system test script
TE.050 Develop systems integration test script
TE.060 Prepare testing environments
TE.070 Perform unit test
TE.080 Perform link test
TE.090 perform installation test
TE.100 Prepare key users for testing
TE.110 Perform system test
TE.120 Perform systems integration test
TE.130 Perform Acceptance test

Performance Testing (PT)
PT.010 – Define Performance Testing Strategy
PT.020 – Identify Performance Test Scenarios
PT.030 – Identify Performance Test Transaction
PT.040 – Create Performance Test Scripts
PT.050 – Design Performance Test Transaction Programs
PT.060 – Design Performance Test Data
PT.070 – Design Test Database Load Programs
PT.080 – Create Performance Test Transaction Programs
PT.090 – Create Test Database Load Programs
PT.100 – Construct Performance Test Database
PT.110 – Prepare Performance Test Environment
PT.120 – Execute Performance Test

Adoption and Learning (AP) or User Training
AP.010 – Define Executive Project Strategy
AP.020 – Conduct Initial Project Team Orientation
AP.030 – Develop Project Team Learning Plan
AP.040 – Prepare Project Team Learning Environment
AP.050 – Conduct Project Team Learning Events
AP.060 – Develop Business Unit Managers’ Readiness Plan
AP.070 – Develop Project Readiness Roadmap
AP.080 – Develop and Execute Communication Campaign
AP.090 – Develop Managers’ Readiness Plan
AP.100 – Identify Business Process Impact on Organization
AP.110 – Align Human Performance Support Systems
AP.120 – Align Information Technology Groups
AP.130 – Conduct User Learning Needs Analysis
AP.140 – Develop User Learning Plan
AP.150 – Develop User Learning ware
AP.160 – Prepare User Learning Environment
AP.170 – Conduct User Learning Events
AP.180 – Conduct Effectiveness Assessment

Production Migration (PM)
PM.010 – Define Transition Strategy
PM.020 – Design Production Support Infrastructure
PM.030 – Develop Transition and Contingency Plan
PM.040 – Prepare Production Environment
PM.050 – Set Up Applications
PM.060 – Implement Production Support Infrastructure
PM.070 – Verify Production Readiness
PM.080 – Begin Production
PM.090 – Measure System Performance
PM.100 – Maintain System
PM.110 – Refine Production System
PM.120 – Decommission Former Systems
PM.130 – Propose Future Business Direction
PM.140 – Propose Future Technical Direction

Friday, 6 September 2013

Prototyping


The product development/verification phase in manufacturing used to include the manually fabricated samples at the development phase of the new products. Where products function is verified and also the visual aspects of the product are assessed.

With the advancement in technology, came the 3D prototyping which is a Rapid Prototyping phase. This is becoming more and more popular because of the speed and accuracy available.

But nowadays, the same method is widely used in the IT sector as Conference Room Prototyping (CRP).

A conference room pilot (CRP) is “to verify the software functionality and customizations prior to releasing the product to the end user”.


There are three Stages in CRP; 
  1. identification
  2. definition
  3. and execution.

Regardless of the method, prototyping are tools; for learning, for visualisations and for design improvements.

A Note about testing;

Most industries test functional requirements, capacity testing, or meeting standards. But, do not forget testing for your own benefit … testing to verify your FMEA (Failure Mode Effects Analysis).
Every product or systems have possible failures points. Testing to verify failure effects is extremely important.

Don’t skip failure testing by taking short-cuts. Field failures will come back to haunt you with seriously costly implication.


CRP Benefits:


  1. get first hand experience of product
  2. internal staff included early in the process
  3. identify and mitigate risks earlier
  4. refine and validate requirements and use cases
  5. reduce costs
  6. no big bang or silver bullet
  7. and, demonstrate success at every stage.

Wednesday, 28 August 2013

Factors to consider for SWOT analysis

The first step, define the desired end state or objective. The objective must be explicit and agreed by all parties. Correct identification of SWOT analysis is important as subsequent steps in the process are derived from the SWOT. Ensure that the objectives follow a SMART principle. 

I use SWOT analysis as inputs to the creative generation of possible strategies, by asking the following questions;


  • How can we use each strength?
  • How can we stop each weakness?
  • How can we exploit each opportunity?
  • How can we defend against each threat?




The mind map below provides some factors to consider in performing a SWOT analysis for a Service or a Process.



Monday, 26 August 2013

The seven - steps for improvement process

The seven steps of improvement process form a spiral set of activities, in fact, they constitute a knowledge spiral. In practice, the Knowledge gathered or 'Get the Knowledge phase' during an Operational level, derived from the first level of the improvement activities becomes a data input to the next level ' Tactical' and so for.

1- Operational Management leads to.....

                     2- Tactical Management leads to .....

                                               3- Strategic Management initiatives.



Wednesday, 7 August 2013

Bidders' Pitfalls to avoid

I was involved in a bidding evaluation process once, my observations are significant and useful if you are embarking into a similar journey.

When judging the responses of the bidders, which are reflected in the evaluation criteria, set by the evaluator; these questions surprisingly echo the bids review checklist set out;

1.
Background an experience of contractor; a sound record of achievement in comparable work, backed by facts evidence is a MUST.
2.
Personnela precise view about the personnel availability, scheduling of time inputs and delivery of outputs. More attention MUST be given to bottlenecksdelivery plans of specialised personnel.
3.
Approach, methodology and work programme; ROBUST understanding of the client objectives and key issues must be CLEARLY addressed.
4.
Price; a clear statement of the total estimated price supported by a breakdown price structure.
5.
Quality of the bidAVOID hasty preparation and focus in the quality of the bid as it gives an impression of professionalism and reliability.

When presenting to the client, putting your message across is key. Make the presentation precise, use visual aids and multiple speakers. Don’t be defensive or self-destructing by drawing weaknesses the client may have not perceived.
Finally, leave enough time for Q&A at the end of your presentation.


Saturday, 3 August 2013

Traditional against new Project Management approaches

This is a conversation between a Developer and a Project Manager; '
Developer; 'why are we in a bunker.'

Project Manager; 'it' hard a bunker, pal, it's a bit grim, I'll admit, but we need a room to call our own: a project room, a war room, somewhere to keep plans visible and where we can meet and really communicate; somewhere we can run workshops without waiting for days for a free meeting room. 

Developer; ' This project, then - bit of a rush job? Is it do-able?

Project Manager; ' Not a chance, mate, we go for a waterfall approach! We'll have to do a bit of 'agile' or we're out of a job again for sure.'

 sensible conversation, but looking back on project management approaches journey, the DSDM is the most rigours agile approach yet to come across. The reason is the deadly triangle; Project Manager has to balance between constraints of Cost and Time against the Features that have to be delivered.
If Cost, Time and the Features are all fixed, the only dimension left to vary is Quality. Compromising quality is unacceptable outcome.

DSDM Atern turns the deadly triangle on its head and advocates fixing Quality, along with Cost and Time, but allows flexibility of scope (features) by prioritisation.

DSDM Atern is rare amongst agile approaches in that it recognises a project and the need for delivery of a clear product to meet a business objective by a definite date and at a definite cost. 

DSDM will add structure and rigour to a project, without losing the flexibility to adjust to the changing needs of the business.
The structure for DSDM Atern consists and compromise of;
+ The philosophy
+ The eight principles
+ The process ( the life cycle)
+ The people (roles and responsibility)
+ The products (outputs that control the process or represent the project outcome)
+ The practices ( a set of key agile techniques).


The eight principle that embody the way of working are;
+ Focus on the business need
+ Deliver on time
+ Collaborate
+ Never compromise quality
+ Build incremental from firm foundation
+ Develop iteratively
+ Communicate continuously and clearly
+ Demonstrate control.
The mix or the sum of all parts - the roadmap to mixing PRINCE2, ITIL and DSDM Atern project road map is left for the employer to mix and match different approaches according to the business needs.

Tuesday, 9 July 2013

Human Relations at Work

Through my multi-cultural working experiences in the Middle East and the UK, I have come across a number of difficult people, colleagues and managers. But, we don't always have a choice, we can choose our friends, neighbours, and jobs. We can not choose two things: our families and bosses.

Certainly difficult people will give you hard times, horrible situations to overcome. However, by understanding people, how they tick, what they think and why they act like they do, we can avoid the bad times and overcome awkward issues.


To cope with difficult people, I try to list the difficult types we come across and how to respond (reference: Robert Bramson, author of Coping with Difficult People), here is his guide;


  1. The hostile 'Sharman tank'; always maintain eye contact and don't worry about being polite get in anyway you can.
  2. The hostile 'sniper'; don't focus on their point of view, involves other and have regular problem solving meetings.
  3. The hostile 'exploder'; give them time to run down, if they don't, cut the tantrum with a neutral phase such as 'Stop!'
  4. The complainer; listen attentively to their complaints even if you feel guilty or impatient, don't apologise for their allegation, but be serious and supportive. 
  5. The silent and the unresponsive; Ask open ended questions and wait calmly for a response.
  6. The super agreeable; listen to their humour. There may be hidden messages in those quips or teasing remarks.
  7. The negativist; don't argue them out of their pessimism, be alert to the potential, in yourself and the others in the group, for being dragged down into despair.
  8. The know-all; make sure you have done a through job of preparing yourself, review all relevant materials and check them for accuracy.
  9. The indecisive; listen for clues to the problem, make it easy for them to tell you about the conflicts or reservations that prevent the decision, when you have surfaced the issue, help them solve their problem with a decision.

The first rule;        There is no such thing as a difficult person, there are just people we need to learn how to deal with.

The second rule;
Re-read the first rule.

Monday, 1 July 2013

Deming Cycle

W. Edwards Deming in the 1950's proposed that business processes should be analysed and measured to identify sources of variations that cause products to deviate from customer requirements. He recommended that business processes be placed in a continuous feedback loop so that managers can identify and change the parts of the process that need improvements.



Having worked across sectors in multi-disciplinary organisations, I have come across projects related to Infrastructure Asset Management, which is based on PAS 55 (ISO 55000), and in another different sector, the Information Technology with its Service Management Systems (SMS) based on ISO 20000.

Two major sectors, infrastructure asset management and ITIL for service management system are both based on Deming PDCA steps approach.

Since the 1950s, Deming cycle has proved valuable in the progression of business processes and customer services across assets classes and industry sectors.

So, let is make these basic famous principles part of every manager toolkit. Subsequently, let us make it part of our education systems for teachers and students in a wider community.

Saturday, 15 June 2013

Asset Management

It has being over a year now since I have started working in Infrastructure Asset Management.

Asset Classes varies across industries;

  • Real Estate and Facilities, 
  • Plant and Production, 
  • Mobile Assets, 
  • Infrastructure and Information Technology.


I am blessed with the fact that I have worked in two of these Asset Classes; Plant & Production and Infrastructure Assets.

What is unique to these two assets classes are; Reliability Centred Maintenance and Total Productive Maintenance are the focus for Plant and production. While, Infrastructure Assets focus on Asset hierarchies, compliance and data by location, depreciation and maintenance forecasting.

The emerging asset management standard PAS 55 soon to be ISO 55000, gives guidance towards leading practises on asset management and is typically relevant for all asset-intensive industries.

PAS 55 defines asset management as" systematic and coordinated activities and practises through which an organisation optimally and sustainably manages its assets and asset systems, their performance, risks and expenditures over the life-cycles for the purpose of achieving its organisational strategic plan".

The scope for achieving asset management excellence is vast for infrastructure industries with heritage assets. The demand for optimal utilisation over the life-cycle of these old and complex assets demand capable organisation, information systems, skills and careful planning.

As multi-billions organisations grow over time, the demand for optimal utilisation of these assets through the asset life-cycle will require people, processes, information, data and advanced technology couples with methods and approaches for continuous improvement.

I find myself no longer speaking in isolation about quality systems, TPM, RCM, Six Sigma, Lean, Business Change, ITIL, Project Management and Agile approaches. But, it is the demand and the utilisation of these assets that drive collectively our methods, approaches, and plans together in pursuit of Asset Management Excellence.

Wednesday, 29 May 2013

McDonalds & Subway



McDonalds is a very common fast food in our market place, even my 3 years old son have a preference when it comes to fast food. But, what preference does a 3 years old know about these giant's operational model.
McDonald operational model is a Make-to-Stock, while Subway is a Make-to-Order. What distinguishes these models is the scale of economies in production and the variety or customisation required in the demanded quantities.


McDonald's sandwich wait for the customer, rapid fulfilment, short flow time for the customer. The Subway sandwich is freshly prepared with all the varieties the customer demanded for, variety and customisation produced exactly in the quantity demanded.

Although McDonald's model is a Make-to Stock, minimum inventory exists. A 'buffer or suffer' is a common inventory term used to accommodate scale of economies in production, buffer against demand and buffer between several internal steps. 

Management decisions to accommodate seasonal inventory and pipeline inventory is driven by seasonal variation in demand and constant capacity.

Hey, my 3 years old is right. McDonalds have an efficient operation model, that serves the customer fast food from a simple menu and cater for children satisfaction in the colourful kid's meal box and a cheap toy too.

In the eyes of my 3 years old that is good value.

Monday, 27 May 2013

My Legoland Customer Experience

Customer experience is important for every company to expand and succeed nowadays.

My customer experience with my family during half term in legoland was more that great. The journey to the park was not easy, two hours traffic delays just before Legoland.
The park is attractive and magical in many facets, but, for every ride our average waiting time was more than an hour, still I give Legoland an overall rating of 4 out of 5, great experience which I recommend to others.


Waiting time in queues is considered wasteful experience for customers in other sectors i.e. NHS, airports. But I found the overall experience acceptable and not only that, enjoyable.

The park was full of creative and well designed lego sculptures, large scale artistic designs entwined carefully among beautiful gardens and themes. The magical and theatrical themes draw your attention and thinking away from the deluded and horrible time wasted in long queues. But, that is not all.


The happy staff that serves the hundreds of visitors daily were my main focus. If a customer finds interaction with staff enjoyable then customers feel happy. The feel of the company is important, happy staff in Legoland drives higher customer satisfactions which drives revenue, which makes me think about the leadership in this amazing company.


Organisation consultant always defines the link of leadership to the climate in the company, climate on its own does not determine its performance, getting the best out of people is key to great success.
Lack of Emotional Intelligence, can hijack the staff target, hence, distance leaders and staff from each others.  

Maybe, that was the link I am looking for in Legoland, The happy staff, the well deserved treatment I got from every member of staff, the wave when I was on the train ride, the smile and the complement 'have a nice day', the care and emotion everyone puts in these little jobs, have a magical effect on every member of my family.


Emotional Intelligence 'EI', enforces the emotional bond between leaders and staff, hence, connecting with each others. 
The feeling of the job well done to Legoland!










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