• Citi's Saunders to join Bank of England as rate-setter
  • Irish debt agency eyes inflation-linked, dollar bonds by 2020
  • Daimler says German labour rules may push new tech jobs abroad
  • UK lawmakers to review new capital requirements for banks
  • ISS advises investors to oppose Anglo American executive pay report
  • Despite pay revolt, BP shareholders sticking with Dudley
  • Mahindra looks north after UK electric car launch
  • Oil falls on low expectations for Doha meeting
  • Beyond the tulip fields, Dutch flower market draws tourists
  • G20 finance leaders under pressure to boost growth
  • Citi profit slumps on weak trading, investment banking revenue
  • Lufthansa makes new offer to pilots in pay row
  • Aeroflot in talks with potential JV partners -deputy CEO
  • EU to discuss capping banks' sovereign debt exposure -document
  • Browser startup Vivaldi says needs 5 million users to turn profit
  • BP to supply LNG to Indonesia's PLN to 2033 under new contract
  • Thyssenkrupp wants active role in any steel mergers
  • India suspends passport of embattled tycoon Mallya
  • Housebuilders hamper FTSE
  • U.S. says China to scrap some export subsidies
All Stories

A customised approach works best...

We have learnt the hard way that “no one size fits all”. What works well in one country or culture doesn’t necessarily work in another company without being customised. Take some lean deployments - talking about takt time, muda, mura, muri, sensei, heijunka and kaisan’s etc doesn’t always turn on the operators and technicians, yet these guys are the ones we must take with us.